Corporate Responsibility Report

fy04
Corporate Responsibility Report
CORPORATE RESPONSIBILITY REPORT: PART I
2 A Message from Phil Knight
5 A Letter from the Nike Brand Presidents
8 Reporting
12 Report Review Committee Statement
The Artwork
Artwork in this report is by young people from inner city Berlin. They participated in programs run by
Schlesiche 27, a local organization that uses art and culture to engage socially disadvantaged youth.
We worked with S27 and introduced young people to aspiring Olympians their own age. We then
asked them to explore – using words, photography and painting – what sport means to them.
Their work moved us. And inspired us.
1
A Message from Phil Knight
We’ve been fairly quiet for the past three years in
Corporate Responsibility because of the Kasky lawsuit. So we’re using this report to play a little catch-up
and draw a more complete picture. It makes for a long report, but I urge you to read it from cover to
cover. And then some: because probably the most significant piece of disclosure linked to this report is
actually on our Web site. It’s a listing of all factories that produce Nike-branded products, worldwide.
Over the last decade, I’ve seen a number of chapters written on the quest to improve working conditions
in the apparel and footwear industry. In the first chapter, we upgraded processes and conditions behind
closed doors. However inadequate our critics may have found these efforts, they did result in factories
that were far better than what we found originally. It was also in this chapter that the application of waterbased cement was started – one that now eliminates a huge percentage of toxic fumes in shoe factories.
Also in this chapter was the creation of codes of conduct in shoe factories.
The second chapter began with critics bringing working conditions in underdeveloped countries to the
attention of the world. After a bumpy original response, an error for which yours truly was responsible, we
focused on making working conditions better and showing that to the world.
These codes led to a third long chapter on the development of corporate and independent monitoring
programs. The fourth chapter charts the beginning of collaborative efforts to address compliance issues.
Creating change has proved more challenging than anyone imagined when corporate codes were
first developed.
This report taught us that to write that next chapter, we and others involved in this discussion are going to
need to see common standards emerge and ways to better share knowledge and learnings created.
We are disclosing our supply chain in an effort to jump-start disclosure and collaboration throughout
the industry.
I said you can’t do it alone. I also know that you can’t do it forever. Last November, I announced that I was
stepping down as CEO (I’ll still serve as Chairman of the Board). Bill Perez is the new CEO for Nike, Inc.
based, in part, on Bill’s track record in corporate responsibility. His philosophy is that companies must invest
in and improve their communities. I’ll be there to help him any way I can.
Our goal in writing this report has been to be as accurate, complete and honest as we can be about
how Nike performs. Just producing this report proved to us that the value of reporting goes far beyond
transparency. It becomes a tool for improving both our management of business and in giving us clues
about what we need to do next. I have confidence that the Nike team will continue to drive Nike toward
our goal of becoming a corporate responsibility leader in 21st century business.
Sincerely,
Philip H. Knight
Founder & Chairman
2
This report taught us that to write that next chapter,
we and others involved in this discussion are going
to need to see common standards emerge and ways
to better share knowledge and learnings created.
3
Corporate responsibility challenges us to take a good,
hard look at our business model, and understand our
impact on the world around us.
4
A Letter from the Nike Brand Presidents
Corporate responsibility challenges us to take a good, hard look
at our business model, and understand our impact on the world
around us.
Some of what we see is concerning. As a global company, we
have social impacts in every region of the world. Despite our
concerted efforts, improving working conditions in our supply
chain is still a major challenge. With our aggressive, ongoing
monitoring programs, we now believe we have a more accurate
picture of where the problems of non-compliance lie. We see
four key issues where non-compliance remains a challenge,
both in our supply chain and across our industry: freedom of
association, hours of work, wages and harassment. These issues
will be a focus of our labor efforts moving forward.
There are also environmental impacts. While the “leave no trace”
slogan may work for backpackers, it is a challenge for any
company or industry operating on a global scale. At every stage
of a product’s life cycle – from the gathering of raw materials to
the disposal of goods by consumers – there is waste. Here, too,
we are gaining a better picture of our footprint and working
to live our values.
Some of what we see is thrilling. We continue to be amazed by
the capacity of our athletes, partners and employees to inspire
people around the world. NikeGO has brought the benefits of
physical activity to large numbers of young people; they’re
less likely to get into trouble and more likely to be healthy when
they’re at play on courts, tracks, fields and pitches. The global
supply of organic cotton continues to grow, in part because our
demand for it is growing. Then there are the yellow wristbands –
more than 33 million sold since we launched the campaign –
that help the Lance Armstrong Foundation support those living
with cancer.
Understanding our impact leads us to questions of strategy.
For our company as a whole, we’ve set three strategic goals:
To effect positive, systemic change in working conditions
within the footwear, apparel and equipment industries;
To create innovative and sustainable products; and
To use sport as a tool for positive social change and
campaign to turn sport and physical activity into a
fundamental right for every young person.
First, we want Nike to play a role in effecting positive, systemic
change in working conditions within our industries. If our efforts
lead to a workplace oasis – one solitary and shining example in
a desert of poor conditions – then we’ve not succeeded. Even
if that single shining example were to exist (and we’re not
claiming it does), we’ve learned that positive changes won’t last
unless the landscape changes. Our challenge is to work with the
industry and our contract manufacturers to collectively address
these systemic non-compliance issues that our data so highlight.
This is one of the key reasons we made the decision to disclose
our supply base; we believe this could encourage other companies
to do the same. Our belief is that in disclosing, the industry will
find ways to better share knowledge and learnings. This, in turn,
will facilitate the building of further partnership approaches
that are built on best practice and gradually lead us to standard
codes, standard approaches to monitoring, standard reporting,
standard parameters for transparency. It’s our belief that for
market forces to enable responsible competitiveness, consumers
must be able to reward brands and suppliers using fact-based
information. Compliance efforts need to be optimized, made
affordable and demonstrate real return if better working conditions
are to become widespread. Disclosure of our supply chain is
done in an effort to jump-start disclosure and collaboration
throughout the industry and support efforts towards that final
goal of market forces, providing the tipping point for the
mainstreaming of best practice.
We believe that a strong corporate responsibility effort
will be good for business. It helps us deliver value to
our five core stakeholder groups: consumers, shareholders,
business partners, employees and the community.
Second, we want to create innovative and sustainable products. We live to innovate – it’s
who we are. When our corporate responsibility initiatives begin leading us to new product
development, it brings a new energy to our efforts. Whole divisions in our company open
up to the prospects. Eyebrows are raised. There are results, already: We’re finding ways to
eliminate the toxic chemicals commonly used in making products and materials; teams
are creating business models for generating revenue from ground-up old shoes; designers
are developing products made of recycled polyester or organic cotton.
Third, we believe young people should have the right to sport and physical activity. For us,
this is deeply intuitive. We see real value in physical fitness, and can see its direct impact
on mental and physical health. We see value in competition and in teamwork; the lessons
gained on fields of play, the ones gained alongside trusted teammates, apply at work. We
see value in the hard physical work of those sports that require us to surprise ourselves with
new sources of energy and stamina. Sport matters to us, for all sorts of reasons, not the
least of which is pure joy. Our efforts to engage young people in sport and physical activity
has pushed us in new directions, and has helped us see sport as a tool for positive social
change. It can be a method of breaking down cultural barriers, or bringing people together
on the proverbial level playing field.
We believe that a strong corporate responsibility effort will be good for business. It helps
us deliver value to our five core stakeholder groups: consumers, shareholders, business
partners, employees and the community. It will help us build our capacity to achieve supply
chain excellence, deliver superior and innovative products, and deepen our relationship
with consumers. It’s why our sourcing managers are beginning to bring corporate responsibility
data into their decisions about which factories merit an increase, or a decrease, in production
orders; it’s also why our corporate responsibility staff is spending time identifying future risks
and opportunities for the company, and why they are calculating the return on our social
and environmental investments. We understand that a well-managed company must reflect
the society in which it operates, and it is through these social relationships that we will
continue to evolve our efforts in years to come.
Phil Knight said it over five years ago: To be successful in business in the 21st century, you
must successfully integrate corporate responsibility into the heart of the business. Doing
this is a sometimes uncomfortable, frustrating adventure in the unknown. It is made painful
when efforts are taken out of context and turned into news headlines. It is made worthwhile
every time we see the positive impact our company and our employees have on a young
person’s life, or on workers in our supply chain. It is reinforced every time we see employees
integrating corporate responsibility into their day-to-day work and coming up with innovative,
appealing products that push the boundaries in both design and sustainability.
This is what drives us. We are in it for the long term. As everyone at Nike says so often, there
is no finish line.
Mark Parker
Charlie Denson
Co-President
Co-President
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Reporting
SCOPE OF REPORT
This report focuses primarily on activities and data related to the Nike brand, which represents approximately 89% of our FY04
revenue. Except where noted, it does not cover information related to subsidiaries owned by Nike, Inc.: Cole Haan, Bauer Nike
Hockey, Hurley International, Converse and Exeter Brands Group.
Our goal is to extend corporate responsibility (CR) activities and reporting to cover all Nike, Inc. subsidiaries; we do not, at this
time, have a specific timetable for their integration into our reporting.
Timeframe
This report covers Nike’s 2004 fiscal year (FY04), which began
June 1, 2003 and ended May 31, 2004. Data covers FY04, unless
otherwise noted. Because we did not issue external corporate
responsibility reports for FY02 and FY03, some text refers
to activities in those years. A small number of important events
that took place after FY04 are covered here; their inclusion
reflects the impact or influence the events may have on Nike’s
future direction in this area or requests from our Report
Review Committee.
GRI Guidelines
In developing this report, we relied heavily on the guidelines
issued by the Global Reporting Initiative (GRI). The GRI offers
a comprehensive framework for reporting a company’s impacts
and activities. A GRI index, located at the back of this report,
can help readers match this report with sections of the GRI.
(For more information, see: http://www.globalreporting.org)
We strongly support the GRI as a core tool for CR reporting
because it has credibility with a broad cross-section of stakeholder
groups. We are committed to using the GRI Guidelines, and
we support efforts to advance reporting on the basis of the GRI.
We are working actively with the GRI to create a working group
to develop specific guidelines for the apparel and footwear
industries. This initiative, set to begin in 2005, will involve a diverse
group of stakeholders.
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Ceres
Nike has been an endorsing member of Ceres since 2000.
Ceres is a coalition of investment funds, environmental
organizations and public interest groups. Ceres’ mission is to
move businesses, capital and markets to advance lasting
prosperity by valuing the health of the planet and its people.
The GRI emerged from Ceres.
Global Compact
Nike continues to support the United Nations Global Compact,
having endorsed its principles at the inaugural meeting in July 2000.
The Global Compact is a voluntary international citizenship
network involving the private sector and other social actors.
Its goal is to advance responsible corporate citizenship as
defined in its 10 principles covering human rights, labor rights,
corruption and environmental responsibility. The Global
Compact facilitates learning and dialogue around the key
principles and provides a framework for transparency. The
Global Compact index, located at the back of this document,
can help readers match this report with the principles.
(For more information, see: http://www.unglobalcompact.org)
This report describes actions we have taken to implement the
Global Compact principles, and serves as our Communication
of Progress as required for all companies that endorse the
Global Compact principles.
Reasons for Reporting
Transparency is an essential element of our corporate
responsibility strategy.
It is also expected practice for industry leaders. A 2004 study
by the research institute, AccountAbility, found that 72 of of the
world’s 100 highest revenue companies produced annual
sustainability reports.1
Nongovernmental organizations (NGOs), trade unions, students
and academics, shareholders and others have taught us a great
deal about how best to live up to our company values; we want
to continue learning from them. By providing a clear explanation
of how our business and industry work, our challenges and
opportunities as we understand them, our strategic corporate
responsibility goals and the progress we are making toward
them, we can put these stakeholders in a position to offer relevant
and thoughtful feedback.
We want to build trust and enable stakeholders to judge us
not on perception, but fact. Transparency is an essential tool in
this process.
Materiality
Recognizing that some issues are more relevant than others, we
developed the following checklist to guide us in determining
what topics to cover in this report.
Major impacts and issues: Based on internal life cycle an
impact analyses.
Policies and commitments: GRI Guidelines, Nike Code of Conduct.
Peer benchmark: CR Reports of industry peers.
Internal business processes: Information used to manage
CR internally.
Stakeholder input: Priority issues as communicated by our
stakeholders through our Report Review Committee and
2004 Stakeholder Forum.
1
http://www.accountability.org.uk/news/default.asp?id=111
Inevitably, we may have missed topics important to select
individuals; it was our intention to prioritize issues raised most
frequently by our stakeholders. We intend to continue to use this
materiality framework as a guide for reporting in future years.
Approach to Reporting
Our transparency efforts and our commitment to reporting are
not limited to this document. We see value in different methods
of reporting and communicating.
Disclosure
This repor t can be viewed as disclosure of our corporate
responsibility impacts. Our intent is to share information in a
systematic and standardized way on issues that are most relevant
to our internal and external stakeholders. We have used the
GRI as a guide for our reporting and we have tried to identify
key indicators and clarify what the numbers mean. Ultimately,
this format may allow for greater ease in gauging year-overyear progress. Our intended audiences for this report include
members of the socially responsible investment (SRI) community,
employees, academics, NGO and advocacy organization
leaders and individuals with an in-depth knowledge of
corporate responsibility.
One of the major challenges that we faced in preparing this
report was bridging the gap between different stakeholder
groups. Much of the information we are reporting is used to help
us manage our corporate responsibility impacts and drive
improvements throughout our operations. We struggled with ways
to present this information in a format that would be accessible
to external stakeholders, comparable to the type of disclosure
undertaken by our peers, and reflective of how the information
is used to manage change within our business. This tension remains,
and we hope to address it through our participation in the GRI
sector supplement working group and through direct stakeholder
engagement around the future of reporting.
We want to build trust and enable stakeholders to judge us
not on perception, but fact. Transparency is an essential tool
in this process.
Activities and Examples
While some readers may seek disclosure, others may look for
inspiration, and we see great value in descriptive accounts of
this work. So much of this work is new, for Nike and for others,
and sharing the challenges we face (as well as best practices)
plays an important developmental role. With the few anecdotes
and pilot projects described in this report, we do not intend to
imply success. We will be using our website and regular electronic
mailings to keep stakeholders informed about other activities
that are not included in this report.
(See http://www.nikeresponsibility.com)
Legal Challenges to Reporting
This is our first corporate responsibility report in three years. After
releasing a report based on our FY01 activities, our commitment
to transparency was tempered by a lawsuit: Kasky v. Nike. The suit,
which was granted review but not, in fact, reviewed by the U.S.
Supreme Court, led to a broad definition of commercial speech
by the California Supreme Court. While we continue to be
concerned with the broad definition and the risk it creates under
California law, we must balance those concerns with our commitment
to transparency and our need to maintain credibility. The growing
number of companies that have reported from our industry
sector and our improved internal systems for collecting data also
played a role in our decision to report.
For more information on the Kasky case, please go to:
http://www.nikebiz.com/kasky
Assurance and Verification
We view assurance as a process designed to enhance the
credibility and relevance of our CR report to its intended
audience. For Nike, the Report Review Committee (described
below) is a first step in exploring the best assurance options –
for us and for our stakeholders. We expect that the demand for
assurance will grow and include stakeholder engagement as
well as data and systems verification, but we are still in the early
stages of developing this broader assurance strategy. One
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thing we know is that standardized reporting mechanisms will
help facilitate its development.
It was beyond the scope of the Report Review Committee to
provide verification of the information contained in this report.
At this time, we work with a variety of organizations to evaluate
the quality of our systems or data in different areas of corporate
responsibility. We do not yet have a comprehensive verification
program in place, and hope to continue a dialogue with stakeholders about whether such a program should be a priority for
Nike given the extensive investment that it would require. We
plan to develop our strategy for long-term assurance and
verification in FY06. In the meantime, the following list provides
a sampling of the organizations that have provided us with
independent assessments of our work:
Fair Labor Association: Independent auditing of working
conditions in contract factories
CH2M Hill: Environmental data
Center for Energy and Climate Solutions: Climate Savers
Program Environmental Resource Trust: Greenhouse
gas emissions
Centers for Disease Control and Prevention: NikeGO - USA
Citizenship CSR Consultancy: NikeGO – EMEA
(Europe, Middle East and Africa.)
Feedback
We acknowledge that there is an ongoing debate about how
best to present information on our social and environmental
reporting and performance. We welcome your views on these
topics. Please contact us at:
Corporate Responsibility
Nike, Inc.
One Bowerman Drive
Beaverton, Oregon 97005
Email: http://responsibility@nike.com
Take our online survey at:
http://www.nikeresponsibility.com/reports
REPORT REVIEW COMMITTEE
For advice in drafting this report, we asked for help from a
Report Review Committee, made up of experts from the
NGO, academic, trade union, investor and business communities.
(These constituencies reflect the intended audience for
this report.)
The group was chaired by Ceres. Committee members were
identified by Ceres and AccountAbility, in consultation with
Nike. Meetings were facilitated by SustainAbility. Advice on
the use of the AA1000 Assurance Standard was provided by
AccountAbility. (AccountAbility and SustainAbility are UK-based
organizations focused on corporate social responsibility and
sustainable development.)
Liz Cook, Director, Sustainable Enterprise Program, World
Resources Institute (WRI). World Resources Institute is an
independent nonprofit organization working to protect the Earth
and improve people’s lives.
Liz Umlas, Senior research analyst specializing in human rights
and labor issues, KLD Research & Analytics, Inc.
Maggie Burns, Freelance consultant in the NGO field of
Labor Rights.
Neal Kearney, General Secretary, International Textile, Garment
& Leather Workers Federation (ITGLWF). The ITGLWF is an
International Trade Secretariat bringing together 217 affiliated
organizations in 110 countries, with a combined membership of
over 10 million workers.
The committee met for the first time in September 2004, during
the initial planning stages for this report. Their feedback has
helped in setting the scope, coverage and focus for this report,
and will feed into our decision-making for reporting in
future years.
Thomas N. Gladwin, Max McGraw Professor of Sustainable
Enterprise and Director of the Erb Environmental Management
Institute, jointly in the Ross School of Business and School of
Natural Resources and Environment at The University of Michigan.
The Committee met again in February 2005 to comment on a
draft report and assess our response to their suggestions. You
can read their feedback, unedited by Nike, on page 12.
Vidette Bullock-Mixon, Director of Corporate Relations and
Social Concerns, General Board of Pension and Health Benefits
of the United Methodist Church.
The Report Review Committee members were:
Andrew Brengle, Senior research analyst specializing in
environmental issues, KLD Research & Analytics, Inc. KLD is the
leading provider of social research for institutional investors.
Chris Tuppen, Head of Sustainable Development and
Corporate Accountability, BT.
Deb Hall, Director of Accountability Programs, Ceres.
Ceres is a coalition of investment funds, environmental
organizations and public interest groups.
*Liz Umlas replaced Andrew Brengel for the second meeting of the Report
Review Committee.
*Members of the Report Review Committee participated in their individual capacities
rather than as members of the organizations with which they are affiliated.
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Report Review Committee Statement
BACKGROUND
Our Report Review Committee has varied expertise in labor, human rights, environmental, social, economic and diversity issues, and a common
commitment to transparency and multi-stakeholder engagement. We also share an interest in supporting innovative efforts by corporations
to address these challenging issues. Some came to the Committee with experience engaging with Nike; others were familiar with Nike through
its reports, media, marketing and/or third-party analysis. We agreed to serve on the Committee as individuals rather than as representatives
of our respective organizations.
We appreciate Nike’s decision to resume corporate responsibility (CR) reporting after three years, and we have welcomed the opportunity to
be part of Nike’s process of multi-stakeholder engagement throughout its reporting process. Nike demonstrated its commitment to stakeholder
engagement by actively engaging the Committee while the report was in development, making significant improvements after receiving the
Committee’s feedback on the draft version of the report, and publishing this unedited public statement in the finished report.
REPORT ASSESSMENT
Nike asked the committee to work with the AA1000 Assurance Standard* and
provide an opinion on how well Nike’s report:
(a) covers Nike’s key business impacts and includes information on the issues
of greatest concern to Nike’s stakeholders (Materiality),
(b) indicates Nike’s awareness of and ability to understand and address its
impacts (Completeness), and
(c) provides evidence that the company engages and listens to its
stakeholders (Responsiveness).
Our task was to look at various sources of information that could be used to
evaluate Nike’s performance, rather than comment on performance. The
Committee would like to commend Nike’s announcement in this report that
it will disclose the names and locations of its supplier factory base. This is a
groundbreaking step in transparency and should help remove barriers to the
collaboration needed to improve labor standards throughout the global
apparel and footwear industry.
* AA1000 is an open source Assurance Standard that covers principles applicable to a robust
and credible assurance process and the essential elements of a public assurance statement.
For more information, see http://www.accountability.org.uk
Our assessment of this report is as follows:
Materiality
(a) Nike’s report covers the key impacts of the “Nike brand” business activities
and appropriately places most emphasis on the labor and social impacts on
workers in its supply chain. The report further describes how Nike is beginning
to integrate corporate responsibility into its fundamental business practices,
through incorporation of CR compliance, price, quality and delivery into the
Balanced Scorecard used for its purchasing process. The environment section
appropriately focuses on innovative and sustainable product design,
manufacturing impacts, climate change and toxics elimination.
Completeness
(b) The report lacks consistent provision of multiple years of performance
data for its key indicators, which would permit improved evaluation of impacts
over time. Nike indicates in the report that this is one of its challenges and
notes its intention to develop the improved metrics and management systems
needed for better reporting in future years. While the report may seem to
provide excessive information on Nike’s process of setting up diagnostic and
compliance tools and systems related to workers and factories, we feel that
this information will be important for future reference.
Responsiveness
(c) The report documents Nike’s progress since the last report in engaging
varied stakeholders on issues and impacts, through efforts such as the Stakeholder Forum held in 2004, numerous stakeholder partnerships and the
formation of this Report Review Committee. In response to stakeholder
interest in seeing targets reported as well as past performance, Nike’s report
does contain some targets for future improvement, and indicates where it
will be developing additional targets and more specific timelines for meeting
these. Nike’s decision to disclose the names and locations of its suppliers
indicates a notable level of responsiveness to stakeholders concerned about
labor practices.
The report’s candor on the significant challenges of addressing labor standards
within its global supply chain is welcome, and may facilitate discussion on
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how to tackle these challenges. While noting that monitoring is not a sufficient
or long-term solution to raising labor standards, the report presents Nike’s
extensive and evolving efforts to manage monitoring, integrate compliance
into its business strategy through the Balanced Scorecard, and pursue
multi-stakeholder initiatives that could lead to more systemic industrywide improvements.
We commend Nike’s use and support of the Global Reporting Initiative
Sustainability Reporting Guidelines as the leading standardized framework
for this type of non-financial disclosure.
Overall the report includes a useful set of major sections, presenting issues
and impacts, strategy, business integration, multi-stakeholder partnerships
and targets. It has also charted some new territory by reporting on its public
policy positions.
Recommendations for Future Reporting
Improve Information Systems. Nike needs to implement an improved data
collection and information management system in order to produce more
robust and reliable data for future reports.
Report Progress of CR Integration Into Business. Future reports should
address progress implementing the Balanced Scorecard, noting how buyers
for Nike are managing the tension between CR compliance, price, quality and
delivery goals.
Expand Coverage of Subsidiaries’ Performance. The Committee commends
Nike’s stated plans for more comprehensive disclosure and urges reporting
on the timelines and progress for integrating each subsidiary’s performance
in the next report, even if fully integrated data is not yet available.
Continue to Report on Supplier Performance. Disclosure of the supply
base is a positive step for the industry, and future reports should note
both the quantitative performance results of suppliers and their progress in
establishing effective industrial relations. More detailed information on
the training and education of the managers and workers at supplier factories
is needed.
Address Verification and Assurance. We encourage Nike to produce a
roadmap explaining how it will develop its assurance processes both internally
and externally, and cover data verification as well as stakeholder engagement.
Expand Coverage of Stakeholder Engagement. While Nike’s current report
documents extensive stakeholder engagement and demonstrates how its
partnerships and collaborations have benefited Nike, future reports would
benefit from coverage of how Nike engages some of its keenest critics.
Discuss Consumer Issues. We agree with Nike that customers are a significant
stakeholder group, and request that future reports address consumer-oriented
issues, such as sports marketing, athlete sponsorship and sustainable consumption.
We recognize Nike for this candid and comprehensive report, and appreciated
the opportunity to collaborate on this Report Review Committee. We
recommend this type of process to other companies.
Submitted by:
Nike Report Review Committee
CORPORATE RESPONSIBILITY REPORT: PART II
01 Company Profile
02 Governance
03 Management Discussion and Strategy
04
05
06
07
08
Workers in Contract Factories
Employees and Diversity
Environment
Community
Public Policy
09 Challenges and Opportunities
GRI and Global Compact Index
SRI Awards
Glossary of terms
Links
01
C O M PAN Y P RO F I L E
NIKE, INC. AND WHOLLY OWNED SUBSIDIARIES
Nike, Inc. is the world’s leading designer, marketer
• Nike IHM, Inc., based in Oregon, makes AIR-SOLE
and distributor of authentic athletic footwear, apparel,
cushioning components used in Nike footwear
equipment and accessories for a wide variety of
products and sells small amounts of various plastic
sports and fitness activities. Virtually all Nike products
products to other manufacturers.
are manufactured by independent contract manufacturers, many of whom produce for other globally
recognized brands. Most Nike products are made
outside the United States.
Nike, Inc. includes the following wholly owned
subsidiaries, based in the United States:
• Cole Haan Holdings, Inc., based in Maine, sells
• Converse Inc., based in Massachusetts, designs
and distributes athletic and casual footwear, apparel,
and accessories.
• Exeter Brands Group LLC, based in New York,
includes the Starter, Team Starter, and Asphalt brand
names and is the master licensee of the Shaq
and Dunkman brands. The Exeter Brands Group
dress and casual footwear and accessories for men
is devoted to designing and marketing athletic
and women under the brand names of Cole Haan,
footwear and apparel for the value retail channel.
g Series, and Bragano.
(The creation of Exeter Brands Group took place in
• Bauer Nike Hockey, based in New Hampshire,
manufactures and distributes hockey ice skates,
FY05, but because of its significance, we chose to
include it in this report.)
apparel and equipment, as well as equipment for
in-line skating, and street and roller hockey.
• Hurley International LLC, based in California, designs
and distributes a line of action sports apparel for
surfing, skateboarding and snowboarding, and youth
lifestyle apparel and footwear.
FINANCIAL PERFORMANCE
For complete information about Nike’s financial
performance, see our Form 10-K available on our
website. Selected data for the company, including
wholly owned subsidiaries, are shown here.
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COMPANY PROFILE
Net Revenue by Global Region (millions)
Net Income (millions)
FY04
FY03
FY02
$ 4,793.7
$ 4,658.4
$4,669.6
EMEA
3,834.4
3,241.7
2,696.5
Asia Pacific
1,613.4
1,349.2
1,134.9
624.8
527.0
568.1
1,386.8
920.7
823.9
$12,253.1
$10,697.0
$9,893.0
United States
Americas
Other
Total
Net Income
FY04
FY03
FY02
$945.6
$474.0
$663.3
Net Revenues by Product Line (millions)
Footwear
Apparel
Equipment
Other
Total
FY04
FY03
FY02
$ 6,569.9
$ 5,983.4
$5,676.6
3,545.4
3,130.0
2,801.3
751.0
662.9
591.2
1,386.8
920.7
823.9
$12,253.1
$12,253.1
$10,697.0
$10,697.0
$9,893.0
$9,893.0
Global Sales Balance (percentage of sales)
NIKE GROSS
REVENUES - $12.3
BILLION (OF WHICH
APPROXIMATELY
$3.5 BILLION IS APPAREL)
WORLDWIDE SPORTSWEAR
MARKET - $60 BILLION +*
WORLDWIDE APPAREL AND
TEXTILES MARKET- $900 BILLION +*
FY04
FY03
FY02
U.S. Sales
47%
49%
53%
International
53%
51%
47%
In the United States, we sell to approximately 28,000
retail accounts. During fiscal year 2004 (FY04), our
three largest customers accounted for approximately
23 percent of total sales in the United States.
*Source: Datamonitor
Outside the United States, we sell our products in over
Pre-Tax Income (millions)
FY03
FY02
tributors, licensees, subsidiaries and branch offices. We
$1,015.1
$ 963.2
$ 956.0
estimate that we sell to more than 23,000 retail accounts
EMEA
750.7
532.0
422.4
Asia Pacific
354.9
292.6
216.2
Americas
101.9
96.5
92.1
75.3
5.2
43.7
United States
Other
Corporate
Total
2
120 countries through retail accounts, independent dis-
FY04
(847.9)
(766.5)
$1,450.0
$1,450.0
$1,123.0
$1,123.0
(713.1)
$1,017.3
$1,017.3
outside the United States, excluding sales by independent distributors and licensees. Nike’s three largest
customers outside of the United States accounted for
approximately 13 percent of non-U.S. sales.
Properties
Taxes Paid (millions)
See our website and Form 10-K for information about
FY04
FY03
FY02
$185.3
$125.6
$156.5
43.3
33.6
32.0
Foreign
266.8
190.0
147.7
Subtotal
495.4
349.2
336.2
U.S. Federal
3.9
11.3
(3.3)
U.S. State
2.4
8.6
3.3
Foreign
2.7
13.8
12.8
Subtotal
9.0
33.7
12.8
$504.4
$504.4
$382.9
$382.9
$349.0
$349.0
Nike offices and Nike-owned and operated facilities.
CURRENT:
Employees
U.S. Federal
Nike, Inc. had close to 24,000 employees as of May
U.S. State
31, 2004. A small number of our employees at Bauer
Nike Hockey, Inc. and in Europe are represented by a
union. Nike, Inc. companies have never had a material
interruption of operations due to labor disagreements.
Employees
United States
11,970
Americas
1,076
Asia/Pacific
3,282
Europe, Middle East, Africa
6.075
Subsidiaries
1,888
Total
24,291
DEFERRED:
According to a recent study by ECONorthwest, a
Portland-based consulting firm, tax payments by Nike
and its full- and part-time employees in FY04 paid
approximately $84 million to the State of Oregon,
local governments and school districts. For the
complete ECONorthwest study on Nike’s economic
impact in Oregon visit our website at http://www.
nikeinoregon.com.
NIKE
EMPLOYEES
24,000
WORKERS IN NIKE
CONTRACTED FACTORIES
WORLDWIDE - 650,000
Contract Factories
Virtually all Nike brand products are manufactured by
independent contract factories. The contract factory
supply chain for Nike brand products involves over
800 factories. Factories move in and out of our source
base as orders flow from Nike, which in part reflects
WORKERS IN THE GLOBAL TEXTILE
MANUFACTURING INDUSTRY - 30 MILLION +
changing consumer tastes and fashion trends. Any
factory that has not received orders for more than
12 months is unauthorized and must obtain a new
approval to receive additional production orders. For
more information on the approval process, please see
the Workers in Contract Factories section of this report.
3
COMPANY PROFILE
Nike Brand Approved Factory Base
All data is for Nike brand contract factories, including
Apparel Equipment Footwear
Total
those producing products through agents and
licensees and locally manufactured products for Nike
Americas*
102
26
9
137
country operations, for FY04 ending May 31, 2004,
EMEA
87
14
3
104
unless otherwise noted. Data do not reflect factories
N. Asia
132
92
28
252
those are factories shared with Nike brand orders.
S. Asia
176
37
25
238
Active Total
497
169
65
731
Inactives
79
15
5
99
Total
576
184
70
830
Data as of May 31, 2004
*Includes the United States
producing for Nike Inc. subsidiaries, except where
Contract Factory Disclosure
Since the fall of 2000, as an independent decision
to respond to college requests, we have publicly
disclosed the names and locations of the approximately 100 contract factories involved each year in the
production of collegiate licensed apparel. We were
the first to do so.
Although the profile of the workforce varies by country,
the majority of the more than 650,000 workers in Nike
contract factories are women between the ages of 19
and 25 years old. For many workers, these entry-level,
low-skill jobs may be their introduction into the formal
workforce in emerging economies.
Each year, we confidentially provide the full set of
our contract factories making Nike-branded products
to the Fair Labor Association (FLA), so that they may
make appropriate, independent choices about which
facilities they choose to audit.
Effective with this report, Nike is the first company in
Nike Brand Contracted Factory Employee Count
Apparel Equipment Footwear
online the names and addresses of all factories
making Nike branded product. The list will include
Americas*
36,364
6,077
2,127
44,568
EMEA
24,443
3,236
1,563
29,242
N. Asia 100,060
32,750
152,753
285,563
http://www.nikeresponsibility.com. We aim to
S. Asia 155,662
21,304
88,292
265,258
update the list on an annual basis as part of our
Active Total 316,529
63,367
244,735
624,631
Data as of May 31, 2004
*Includes the United States
4
Total
our industry to expand transparency by publishing
all Nike brand factories currently approved for
production, including those that are active or
inactive as of March 2005. This list can be found at
Corporate Responsibility (CR) reporting cycle.
C O R P O R AT E G OV E R N A N C E
02
Nike was founded on a handshake. Implicit in that act was the determination that we would build our business
based on trust, teamwork, honesty and mutual respect.
As we have grown from a two-man partnership to a global business, our task has been to maintain this same
ethic across our operations. We have put in place corporate governance policies and practices to help us
achieve this. In recent years, we have extended these to include corporate responsibility issues as a central
part of our governance system.
Board of Directors
Our Codes and Policies
Nike’s board of directors is responsible for corporate
Our code of ethics, Inside the Lines, defines the
governance in compliance with the U.S. Sarbanes-Oxley
standards of conduct we expect of employees.
Act and other laws, and the interests of our shareholders.
The subjects it covers include the following:
The board is currently composed of 10 members,
eight of whom are independent non-executive
directors as defined under the listing standards of the
New York Stock Exchange. Six board committees share
responsibility for overseeing specific policies and
procedures, including audit, compensation, corporate
responsibility, executive, finance and nominating
and corporate governance.
• Equal opportunity
• Harassment and zero tolerance
• Environment, safety and health
• Sales agents, consultants and professional services
• Social responsibility
• Team equipment (Nike product)
• Product safety
• Export and import laws
• Protection of Nike information, ideas and
intellectual property
5
CORPORATE GOVERNANCE
• Accurate records and reports
CR Management at the Board Level
• Safeguarding assets and records
One of the six committees on our board of directions
• Computing and information resources
is the corporate responsibility committee. Its members,
• Fraud and theft
as of May 31, 2004, include the following:
• Gifts and gratuities
• Jill Ker Conway, non-executive director,
• Conflict of interest
• Insider trading
• Douglas G. Houser, non-executive director
• Antitrust and competition
• Jeanne P. Jackson, non-executive director
• Compliance with laws and fair dealing
• John R. Thompson, Jr., non-executive director
• Political contributions
• Sportsmanship
• No retaliation
• Performance violations
The CR committee was established in 2001 to
review significant policies and activities and make
recommendations to the board of directors regarding
labor and environmental practices, community
Every year, all employees are required to verify that
affairs, charitable and foundation activities, diversity
they have read and understand Inside the Lines.
and equal opportunity, and environmental and
For more information on Inside the Lines, please visit
our website at http://www.nikeresponsibility.com/
codeofethics.
We operate a global toll-free Alertline for employees
to confidentially report any suspected violations of
the law or our code of ethics. Any reported concerns
around accounting, auditing or internal control are
communicated to the audit committee of the board.
We expect our suppliers to share our standards and to
operate in a legal and ethical manner. While Inside the
Lines covers the behavior of Nike employees, our Nike
Code of Conduct covers contractors who manufacture
Nike-branded products. It directs them to respect the
rights of their employees, and to provide them with a
safe and healthy work environment.
sustainability initiatives. Nike’s executive team attends
the committee meetings.
The committee met four times in FY04 and reviewed
strategies and plans for issues including:
• Communications and global issues management
• CR investments
• CR reporting and metrics
• CR strategic plan
• Diversity
• Environment, safety and health
• Establishment of a CR Business Leadership Team
• Evolution of our compliance programs
• Factory exit response plan
• MIT research collaboration
• Multi-Fiber Arrangement (MFA)
• Nike Foundation
• Stakeholder Forum
For a copy of our Code of Conduct for
• Subsidiaries
contract factories, please visit our website at
• Value channel
http://www.nikeresponsibility.com/codeofconduct.
6
committee chair
CR Management at the Executive Level
Responsibilities of the Business Leadership
In FY04, we established the CR Business Leadership
Team include the following:
Team. They set policies and oversee the work of our
• Assisting in developing overall CR policies
CR team and departments responsible for managing
CR issues on a day-to-day basis.
and strategies
• Reviewing and approving policies and strategies
prior to board approval
Business Leadership Team members during
• Reviewing and approving overall CR investments,
FY04 include the following:
divestments and reinvestments
• Co-Presidents, Nike Brand
• Reviewing and monitoring progress against overall
• VP, Corporate Responsibility
CR objectives and plans and helping promote/direct
• VP, Global Apparel Operations
achievement of those objectives
• VP, Subsidiaries and New Business Development
• Reviewing and approving global, regional and country
• VP and General Counsel
CR organizational structure and accountabilities
• VP, Global Equipment
• Helping promote further integration of CR into
• VP, Global Footwear
the business through active advocacy for CR, both
• VP, Corporate Communications
internally and externally
• Director, Global Apparel Operations and
Corporate Responsibility
Corporate Responsibility Organization
CR Board Committee
CR Business Leadership Team
VP Corporate
Responsibility
Nike Foundation
Equipment
Sustainability
Regional Community
Relations
Global Community
Affairs
CR Strategic
Planning
Compliance
CR Finance
Sustainable
Development
Stakeholders
Reuse-A-Shoe
EMEA Corporate
Responsibility
US Community
Affairs
Footwear
Sustainability
Global Apparel
Sustainability
Direct report to VP of CR
Virtual member of CR Team
*Some of the positions have dual reports to other departments and regions.
7
CORPORATE GOVERNANCE
Integration of Corporate Responsibility at the
Leadership Changes
Operational Level
In October 2004, Hannah Jones, former director of
Corporate responsibility encompasses a broad range
Corporate Responsibility in Europe, Middle East
of subjects and requires a broad range of skills. At
and Africa (EMEA), became vice president of
the operational level, it is managed by full-time CR
Corporate Responsibility. She will serve as a
employees and other relevant departments. These
representative to the Nike Corporate Responsibility
include labor and environment, safety and health
Business Leadership Team and our board of directors’
compliance (ESH); community affairs, corporate
corporate responsibility committee.
communications, government affairs, legal, human
resources and diversity; reporting, stakeholder
engagement, environmental initiatives, strategy
development and product sustainability.
As of December 2004, nearly 150 Nike employees
work on CR issues as their primary function or have
CR work as a significant portion of their workload.
Hannah will focus on integration, making corporate
responsibility the job of every employee at Nike
and incorporating it into strategic plans throughout
the business.
Maria Eitel, our first vice president of Corporate
Responsibility, became President of the Nike
Foundation. After seven critical years of helping build
our CR strategy and programs, she will focus the
work of the Nike Foundation on addressing poverty
alleviation and gender inequality.
8
M A N AG E M E N T D I S C U S S I O N
& S T RAT EGY
03
COMPANY STRATEGY AND CORPORATE RESPONSIBILITY
Nike’s overall corporate strategy focuses on
The Workers in Contract Factories section of this
delivering value to shareholders, consumers, suppliers,
report will show that we are gaining a better
employees and the community. We can achieve this by
understanding of the issues we face in this arena.
continuing to focus on our mission: To bring inspiration
Although we have seen progress over the years,
and innovation to every athlete in the world. And
there is still need for improvement. And we will
according to Nike co-founder Bill Bowerman, if you
only see significant improvements within the
have a body, you are an athlete.
global apparel and footwear industry when market
To this end, we as a company have been building
our capability to
• Deepen our relationship with consumers
• Deliver superior, innovative products to
the marketplace
• Make our supply chain a competitive advantage,
through discipline and excellence
• Accelerate growth through focused execution
In each case, we see that corporate responsibility
dovetails with these larger corporate goals:
• Building trust around our corporate responsibility
initiatives can increase loyalty among existing
customers, rebuild trust with old ones, and introduce
us to new communities.
• As noted in the Environment section of this report,
our focus on sustainable product innovation is slowly
becoming evident on retail shelves. Over time, we’ll
consider how we engage customers about the new
value embedded in these products.
forces reward corporate responsibility and good
working conditions are seen as a key indicator of
manufacturing excellence.
• Focused execution is best achieved not in isolated
pockets, but across the board. We believe we will
improve other business systems by improving our
systems in corporate responsibility. And, although not
proven, a strong corporate responsibility program is
an indicator of strong overall corporate management.
Corporate Responsibility Strategy
As we work to support Nike’s overall corporate
strategy, our approach to corporate responsibility
follows a set of clearly identified steps:
• Understand issues and impacts
• Set long-term strategy and targets
• Drive business integration and align incentives
• Drive industry change through multi-stakeholder
partnerships
• Measure performance
• Understanding the complexities of environmental
and social issues is key to supply chain excellence.
9
Management Discussion & Strategy
We have attempted to structure this report –
Set Long-Term Corporate Responsibility Goals
specifically the sections on Workers in Contract
Based on our understanding of our issues and impacts,
Factories, Employees and Diversity, Environment and
we set three goals that reflect where we believe we
Community – to demonstrate what we have done
can have the greatest effect on our business and on
within each of these steps.
the world around us.
Understand Issues and Impacts
We start with the work of understanding our issues
and impacts. This helps us focus and prioritize our
efforts. Not only are we finding that this process is
best undertaken with rigor, but we’re also discovering
it is best undertaken in consultation with others,
because both internal and external stakeholders
help us gain new insights and understand the
perspectives of others.
Discussion of impact leads to understanding which
strategies and tools will bring about positive change.
It involves analysis of root causes and an in-depth
understanding of business models. It demands that
we engage with government, civil society and other
businesses already active in the arena to benefit
from their understanding of the issues and impacts.
It calls on us to be inventive, innovative and to
challenge our assumptions.
It is the first step in an iterative process as our issues
and impacts – and our understanding of them – evolve.
This notion of constant change sets the tone for the
remaining steps.
In performing our self-assessment across the breadth
of corporate responsibility efforts, we have gained a
fuller understanding of our impacts and the issues we
face as a business.
10
Our three corporate responsibility goals include
the following:
• To effect positive, systemic change in working
conditions within the footwear, apparel and
equipment industries
• To create innovative and sustainable products
• To use sport as a tool for positive social change, and
campaigning to turn sport and physical activity into
a fundamental right for every young person.
These are long-term aspirations. Putting them in writing
should not suggest we’re close to accomplishing them;
it instead shows how far we must travel.
Over the past decade we have primarily focused
on compliance-related issues, and often in a state of
continuous crisis. In regards to the environment and
community, innovations have continued to emerge
from across the company, but often without the benefit
of a comprehensive and coordinated plan. Therefore
setting focused, strategic goals is new to our team as
well as a key challenge for us going forward.
In setting three corporate responsibility goals for the
company, we know we must focus even if that means
letting go of good programs currently in existence.
Drive Business Integration and Align Incentives
Within Nike, work often unfolds in silos – with business
units sharing information vertically within their unit,
We also recognize that we need to do more work
but not horizontally across the company. Social and
to understand the overall global corporate responsi-
environmental expertise is often confined within our
bility impacts of our business. Research is frequently
corporate responsibility team. In the past, a degree
regional or product specific, and no centralized
of separation has existed between CR and the rest
mechanism for sharing this information currently exists.
of the company.
While product teams are aware of our corporate
But consultation with stakeholders is only part of the
responsibility goals and support them, their perfor-
value of engagement. The industry is at a crossroads,
mance is judged in ways that have little to do with
and individual companies are limited in what they can
corporate responsibility. For example, if a product
achieve acting independently.
team misses cost estimates, they hear about it from
managers who want to know why it happened or
what can be learned from the experience. If the same
product team selects factories with low compliance
scores, our CR team would hear about it, but the
business unit might not be aware of the problem.
Nike may be a prominent brand, but we account for
under two percent of the global $800 billion footwear
and apparel industry. We contract with factories
employing an estimated 650,000 workers, compared
to an estimated 50 million workers worldwide.
Because we’re the number one footwear brand, we
The steps we’re taking to change this are a central
sit at the top of the industry pyramid, working with
component to our long-term strategy for FY05 and
the top suppliers. So the issues we see in our contract
beyond. We will focus on integrating CR into strategic
factories are not only indicative of greater issues
plans and building accountability for our CR objectives.
across the industry, but, given our rigorous screening
process, we suspect the issues are more pervasive.
Drive Multi-Stakeholder Partnerships and
Industry Change
From our early years up to the 1990s, the stakeholders
we thought most about were athletes and consumers.
In the 1990s, we ignored an emerging group of
stakeholders. We learned a hard lesson.
Today, engagement with stakeholders (anyone
affected by, or affecting, our business operations)
is increasingly important to Nike. They help us to
prioritize key issues and develop and implement our
CR policies. We’ve learned a great deal from this
interaction. Non-governmental organizations (NGOs),
trade unions and others have opened our eyes to
new issues and viewpoints, and have enabled us to
That is why we believe disclosing our contract
manufacturing base has the potential to open the
door to a deeper level of collaboration with our
stakeholders in addressing our industry’s most material
issue – working conditions in manufacturing facilities.
Even though we’re working hard with our suppliers
and looking back into our own business processes to
create mechanisms that enable corporate responsibility, it’s only when market forces enable corporate
responsibility that widespread change will occur.
So what could happen in a world where supplier data
is openly shared?
draw on their experience and expertise. This does not
This disclosure should enable brands to share
mean that we will always agree with our stakeholders,
information about compliance performance and
but we know from experience that constructive
minimize duplication of efforts. Lowering the price of
engagement is usually the approach that brings about
entry into corporate responsibility means that more
the best insight to the challenges we all have an
can and must join and commit.
interest in addressing.
11
Management Discussion & Strategy
In turn, monitoring becomes a less cumbersome
remains anecdotal. Identifying the appropriate metrics
process for suppliers. There is also an increased
and tracking progress will be a major task for the
incentive to be proactive, which allows those suppliers
years to come, which we plan to pursue through multi-
investing in corporate responsibility to use it as a part
stakeholder initiatives, including the Global Reporting
of their proposition to other buyers. Monitoring also
Initiative (GRI) reporting sector supplement initiative.
becomes optimized allowing brands to shift resources
to capacity building.
With our community investments, measurement is also
challenging. For most of the programs we support,
All of this should support efforts to move to common
we tend to track the number of grants, programs
standards, greater collaboration and greater
or dollars, but these metrics don’t answer the key
transparency, which in turn supports the development
question: Did they have an impact on a young
of a marketplace where responsibility and
person’s life? For some of our projects, including
competitiveness go hand-in-hand.
those covering NikeGO in the United States and our
programs in the EMEA region, we have pioneered
Measure Performance
impact assessment methodologies. For our other
For each goal, we plan to establish targets and
community affairs programs, the goal is to shift from
timelines to gauge progress. Some of these are noted
measuring how much we give to measuring the real
in subsequent sections of this report and others we
impact of the investments.
are still in the process of defining.
This is an area where a great deal more work is
information to report, we still need to identify key
needed. As a globally dispersed team, it has been
indicators that we will use to set interim and medium-
difficult to set global targets, and even harder to
term targets for measuring our performance.
measure performance against them. You will find that
targets and concrete measurements of performance
are missing; developing these are a key objective for
our team in FY05 and FY06.
Because data is usually quantifiable and comparable,
measuring performance for much of our environmental
work is relatively straightforward, but demonstrating
measurable performance for working conditions
within our contract factories is more difficult. We do
not feel that audit results are a useful measure of
progress, but a broad indicator of where problems
lie. We have evidence of success in pockets, but without comparative measures over a series of years, it
12
We realize that while we have a great deal of
We will be seeking out others to join us in disclosing
supply chains, and engaging with trade unions, civil
society and government bodies to consider how
disclosure can unlock collaboration.
So while we have much work to do internally to
address our corporate responsibility challenges, we
do not believe Nike has the power to single-handedly
solve the issues at stake. This will only come through
working with others in the industry through a variety of
multi-stakeholder partnerships. And this is true for all
areas of corporate responsibility, from compliance and
environment to community investment programs.
Stakeholder Engagement
Nike’s direct stakeholders include consumers, employees, investors, governments, retailers, athletes and athletic
associations, suppliers and workers in our supply chain. Indirect stakeholders include academics, the media,
trade unions and NGOs.
In addition, we have relationships with a large number of external groups. In order to have effective, quality
engagements, we must prioritize and become more selective about groups with whom we will engage. For
this reason, we focus on stakeholders with some of the following characteristics:
• Legitimacy: They have a direct stake in an issue, or there is a general public perception that they should be
at the table.
• Networked: They are part of extensive networks and can bring perspectives from large numbers of
stakeholders around a particular issue or within a particular region.
• Expertise, resources and capabilities: They have specific knowledge, resources or capabilities that can help us
understand and address corporate responsibility challenges and opportunities.
• Willingness to engage constructively.
Approaches to Engagement
Different stakeholders require different engagement methods. We take a portfolio approach to stakeholder
engagement with multiple approaches and varied levels of investment. This approach enables us to reach a larger
number of stakeholders, investing more deeply with those that are more directly linked to our business. Examples
of our stakeholder partners are listed throughout this report. The different forms of engagement include:
Report/Inform
Consult/Involve
Support
Multi-Stakeholder
Provide information for
Seek input and
Provide support in the
Partnerships
stakeholders in a range
guidance from external
form of endorsements
Participate in coalitions,
of ways to update
stakeholders to
(e.g., for the GRI or
partnerships, projects,
them on our progress
understand diverse
Global Compact
etc. for leverage
(e.g., CR Report,
perspectives (e.g.,
principles) or practical/
purposes (many can
website, e-newsletters,
stakeholder forums,
philanthropic (e.g.,
usually accomplish
participation in socially
informal one-on-one
community activities
more than one) or to
responsible investor
meetings, surveys, etc.).
and programs).
access the knowledge,
[SRI] surveys).
resources and
experience needed to
tackle issues effectively.
For a discussion of the challenges we have identified through stakeholder engagement, see the Challenges and
Opportunities section of this report.
13
Management Discussion & Strategy
LEARNING FROM STAKEHOLDERS: NIKE’S FY04 STAKEHOLDER FORUM
We held our first global Stakeholder Forum in February 2004. Approximately 70 people took part in this twoday event, including 30 Nike employees and representatives from environmental and worker rights NGOs,
trade unions, investors and suppliers. We could not include all of our stakeholders, but tried to include a diverse,
representative group. Stakeholders were invited on the basis of their history of constructive engagement
with Nike or their expertise on a particular topic. While the forum allowed for a broad discussion of Nike’s CR
strategy and goals, we also focused in-depth discussion around key emerging issues (China, women in the
supply chain and MFA) that might best be addressed through a multi-stakeholder network approach.
Participants were asked for their views on our CR plan and to identify what they regard as the most important
CR issues for Nike. Their feedback emphasized the following:
• CR issues must be integrated into Nike’s core business strategies, with transparency on how this is being done.
Participants also wanted to see more specific and measurable CR goals, particularly on social issues.
• Labor issues are an important priority for Nike’s CR program and an area where stakeholders would like more
information. Stakeholders recognized that Nike had made a good start at addressing labor practices in
contract factories but wanted to see further progress. They identified freedom of association as a key issue,
expressing concern about the challenge of adequate worker representation in countries such as China. They
also identified phase-out of the Multi-Fiber Arrangement (MFA) as a key issue.
• Many participants highlighted support of women and girls in developing countries as a good opportunity
for Nike to help bring about positive change. This included advocacy of women’s rights on issues such as
education and maternity leave, and a particular focus on the unique needs of adolescent girls.
• Environmental discussions focused on the specific challenges of China, types of materials used in Nike products,
and concerns about water scarcity. There was positive feedback on Nike’s goal of waste and toxics elimination.
Feedback from the forum is helping us prioritize our CR efforts. For example, the discussion led to the formation
of the Multi-Fiber Arrangement forum (MFA forum), a multi-stakeholder group looking at ways to further
understand and explore options to ease the impacts of MFA phase-out on workers and communities. (See
Challenges and Opportunities section.)
Responsiveness
We are working on developing systems to enhance Nike’s responsiveness to stakeholders with whom we
are actively engaged. To this end, SustainAbility, a UK-based research, advocacy and consultancy company,
completed an assessment of all the feedback we have received from stakeholders in the past several years. To
read this assessment, please see our website at http://www.nikeresponsibility.com/reports.
We intend to continue seeking direct feedback from stakeholders, but we are exploring ways this might
be achieved through existing networks or in conjunction with other companies to reduce the burden on
stakeholders and ourselves.
14
WO R KERS IN CONTRACT FACTORIES
04
Nike’s approach to labor conditions in our contract factories is evolving.
We’ve evolved from a focus on our own Code of Conduct to advocating common standards across the industry.
We’ve evolved from outsourcing labor monitoring to relying on a trained team of internal monitors and
support for common monitoring platforms such as the Fair Labor Association. We are evolving from a focus on
monitoring to a focus on capacity building. We are evolving from an exclusive focus on factory floor impact to
an exploration of ways to help change the industry through transparency and multi-stakeholder collaborations.
These changes are driven by awareness that structural
instances of success, we remain profoundly
issues endemic to the global footwear, apparel and
challenged to understand how to systematically
equipment industries affect an individual company’s
measure the impact of our own interventions. We are
ability to change conditions in any particular factory.
also challenged by how we play a role in enabling
This awareness is due to our monitoring processes,
providing us with clearer data on issues; our analysis
of root causes of non-compliance; and active listening
widespread change within the industry, which we
now know is critical to facilitating change within our
contract supply chain.
and engagement in the broader dialogue with civil
Our first step in responding to this challenge is to
society, institutions and businesses around supply
disclose our contract factory base. We believe this will
chain working conditions.
pave the way for other companies to do the same,
Since our last public report in 2001, we have
focused on refining our skills at (a) identifying risk
and this disclosure could be the key to unlocking
collaboration necessary to create sustainable change.
of code compliance; (b) uncovering issues; and (c)
Transparency should encourage factories to use
implementing strategies that can be used to drive
corporate responsibility as a point of differentiation
performance and enable change within Nike internally
and to be rewarded by brands that are proactively
and on a broader level.
seeking responsible factories. Transparency should
We have become more systematic in identifying noncompliance risk, and we have become increasingly
also increase the incentive of brands to work with
factories that demonstrate CR excellence.
adept at uncovering issues. But despite anecdotal
15
WORKERS IN CONTRACT FACTORIES
If taken up by other companies, disclosure should
and health – to our subsidiaries, but it is an issue that
provide a clear roadmap for collaboration in the form
we are actively discussing internally.
of coordinated monitoring and remediation at shared
factories. This will allow us to devote more resources
Codes and Standards
to fixing problems rather than just uncovering them.
Our Code of Conduct for labor practices – adopted in
Most importantly, all of these steps should lead to
1992 and regularly evaluated and updated – outlines
greater improvements in working conditions than
our expectations for contract factories around labor
what we could achieve alone.
and environment, safety and health.
While we cannot say with absolute certainty what
The code is a set of broad principles derived from
greater levels of factory disclosure will unleash, we
fundamental International Labor Organization (ILO)
know that the current system has to be fundamentally
conventions, universal principles of human rights
transformed to create sustainable change.
and other relevant standards. Factories are directed
to display the code, in languages spoken by their
Scope
workers, and to provide training on the code to their
Our contract supply chain is continually changing.
workers. Our Code of Conduct requires compliance
In FY04, Nike placed orders in 122 new factories
with local laws if local standards exceed our own.
and discontinued orders at a total of 34 factories;
The broad principles of our Code of Conduct are
these decisions were based, in part, on shifts in
expanded upon in our Code Leadership Standards
consumer demand and trends. Other reasons that
(CLS), which cover 13 standards for management of
orders were shifted relate to the performance of that
people, nine for management of environmental impacts,
factory with respect to quality, delivery, price and
23 for safety and six for health – a total of 51 standards.
corporate responsibility.
(Nike’s Code of Conduct is available on our website at
Currently, Nike’s full compliance program covers contract
http://www.nikeresponsibility.com/codeofconduct.)
factories manufacturing Nike and Jordan branded
products. Cole Haan and Bauer Nike Hockey brands
STRATEGY
are covered by shared compliance efforts between
Our approach is based on
Nike and those brands. At the close of FY04, Hurley,
1. Discovering and understanding issues through
Converse and Exeter Brands were not yet in our system.
Unless otherwise noted, this section of the report
includes information on contract factories producing
Nike and Jordan branded finished products through
our global manufacturing group, as well as through
agents and licensees for FY03 and FY04, ending May
31, 2004. The data does not reflect factories producing
for Nike, Inc. subsidiaries, except where those factories
produce for the Nike brand. We do not currently
have a timeline or a model for the extension of our
compliance standards – labor and environment, safety
16
monitoring and audits
2. Addressing our impacts through the following
focus areas:
a. Business integration and the alignment of
purchasing with our compliance standards
b. Building the capacity of our contract factories
to make change through training and assisting
with remediation
c. Working through multi-stakeholder partnerships
to address issues endemic to our industry and
to leverage resources and expertise that we
may not have internally
17
New Factory
Meeting
Performance
Targets
YES
NO
NO
YES
M
TI-S
UL
Factory Committed
to Remediate?
YES/
NO
HOLDER PARTN
ER
SH
IPS
RE
I AT I O
N
NO
YES
NO
Meeting
Performance
Targets
(C- and D-Rated
Factories) Focused
Remediation Plan with
Defined Timeline for
Meeting Targets
Continuation of business relationship dependent
upon product needs as well as factory’s ability to
meet set criteria in following areas:
• Quality • Delivery • Price
• Compliance (ABCD Rating)
Reduce Orders
A or B
Compliance
Rating?
MED
ACTIVE
FACTORY
ITORIN
ON
G
M
TRAINING
E
TAK
Yes, but
Continue to Work
to Remediate
Factory Exit Response Plan is only activated if a
significant number of workers will be affected, e.g., based
on the factory’s ability to find replacement orders, etc.
Factory Exit
Response Plan
Continue Business
Relationship?
Stop Unauthorized
Factory
NO
Inactive Factory (but
Approved for Orders
for 12 Months)
NO
Focused Remediation
Plan for Compliance
With Defined Timeline
for Meeting Targets
NO
YES
Submit
Production
Order?
On occasion, orders are placed in factories without
entering the NSAP. We discovered that this involved fewer than
five percent of the factories in our active supply base in FY04.
Pass New Source
Approval Process?
In FY04, 43 percent of the
factories that entered the New Source
Approval Process did not pass.
Compliance Life Cycle
YES
WORKERS IN CONTRACT FACTORIES
Factory Compliance Life Cycle
One way to understand our compliance programs for contract factories is to use the analogy of a life cycle.
At the beginning stage, we follow a six-step New Source Approval Process (NSAP) to select factories. Once a
factory is approved and begins active production for Nike, the compliance team focuses on monitoring and
assisting factory remediation of compliance issues that inevitably arise. Factories with whom we have longerterm relations may also benefit from Nike-supported training and other forms of capacity building to help the
factory develop its own CR management capabilities.
When business circumstances change and we end our orders with a factory, we may also apply a factory exit
process. Like the New Source Approval Process, the exit process has a series of defined steps. And it is usually
applied only when our exit from a factory could create significant dislocations for the workforce.
It is within the context of this life cycle that our strategy – focused on business integration and multi-stakeholder
initiatives – is implemented.
Stage One: New Source Approval Process
A multi-step process is required when a Nike business unit seeks to add a new factory to the source base.
The steps include the following:
• Factory profile
• Inspections for quality
• Environment, safety and health and labor inspection (SHAPE – described below)
• Third-party labor audit
• A review of the need for a new factory
• Approval by the compliance department
The process is intended to weed out unnecessary additions to the supply chain, or factories that do not
have CR performance at a sufficient level. In FY04, 57 percent of factories that had the basic inspections
performed were approved for production. The disapproval rate of 43 percent, and the fact that almost every
factory required significant remediation before approval, underscores the fundamental challenges of working
conditions in the industry.
Since the New Source Approval Process was instituted, all factories with which Nike places orders directly
should receive an initial environment, safety and health assessment (SHAPE) and a third-party labor audit,
at a minimum. There are times when a factory is not authorized, but manufacturing product for Nike. As a
result, unauthorized factories may not have been audited. We also know from anecdotal experience that
approximately five percent of our audited factories in FY04 were found to use contractors that had not been
formally approved. Unauthorized subcontracting is prohibited by our Code of Conduct.
18
Stage Two: Monitoring and Factory Remediation
We have three levels of monitoring: Basic ESH monitoring (SHAPE), in-depth M-Audit and independent external
monitoring through the FLA (all are described in this section).
Factory remediation and capacity building are described more completely in the section below.
Stage Three: Addressing the Impacts of Factory Exits
In 2002, we decided for a variety of business reasons to cease placing orders with the Indonesian footwear factory,
Doson, for whom Nike was the sole customer. As the decision was implemented, ultimately more than 7,000
people lost their jobs. We worked with the factory so they could take a series of steps to ease the impact, including investing in extended health care coverage and job re-training for workers. All workers ultimately received
the severance payments owed to them. But we found ourselves making up the exit steps as we went along.
After that experience, we developed a standard factory exit process. Today, when a significant number of
workers may be affected by our decision to end our business with a contract factory – a decision that can be
driven by a host of business issues including changing consumer demand and falling factory performance – we
try to apply this standardized exit process, which was developed in FY04.
The Factory Exit Response Plan calls for Nike to
• Support workers receiving all entitlements from the factory as set out in the labor law
• Advocate to contract factory owners to fulfill all severance requirements as set out in the labor law
• Leverage a wide range of contacts to help move a factory owner toward fulfillment of legal obligations
• Explore worker support programs if the owner fails to meet legal obligations
Given the criteria for applying the factory exit process, i.e., in factories where a reduction in orders would
affect a significant number of workers, we have not had to apply this process often. It is possible that we
miss some situations where our share of production is sizable enough that a decision to end orders has an
impact on worker employment. (This may be particularly true for factories producing Nike products through
agents and licensees, where we have less visibility.) But our intention with this process is to apply a high level
of responsibility throughout the life cycle of a factory’s business relationship with Nike, and to encourage the
factory to do the same. We also recognize the relevance that this process may have in the future as we work
with Nike product teams to monitor sourcing decisions in the post-MFA world.
ISSUES AND IMPACTS
Monitoring and Audits
Nike employs several basic monitoring tools. The SHAPE
field-based production staff and can be completed
inspection, our oldest monitoring tool, used since 1997,
in one day or less. The goal of the SHAPE audit has
provides a basic gauge of a factory’s compliance
been to provide a broad picture of our factory base,
performance including environment, safety and health.
in contrast to our other main auditing tool, the M-Audit,
The SHAPE inspection is typically performed by Nike’s
which provides a deeper assessment of the labor
19
WORKERS IN CONTRACT FACTORIES
management practices. Although it has been difficult
for us to meet this target, our goal in the past was to
have two SHAPE audits conducted on each active
Number of M-Audits Conducted FY03 and FY04
Region
factory each year. Independent audits conducted by
Americas
the FLA and our own in-depth environment, safety and
health assessments indicate that much work is needed
to improve compliance with ESH. Until now, health
and safety issues have been covered by our SHAPE
audit. We are currently evaluating our auditing process
Apparel Equipment Footwear Total
110
29
9
148
EMEA
51
4
1
56
N. Asia
101
64
33
198
S. Asia
121
19
27
167
Total
383
383
116
70
70
569
around environment, safety and health based on
in-depth audits conducted in FY04 and FY05.
Number of SHAPE Inspections Performed in FY04
Region
Apparel Equipment Footwear Total
M-Audits conducted
FY04
278
291
374,988
212,760
588,678
652,926
Worker population in
Americas
145
26
7
178
audited factories*
EMEA
134
18
5
157
Worker population
N. Asia
178
112
88
378
in total (active and
S. Asia
208
27
68
303
665
183
168
1,016
Total
Total
FY03
inactive) factory base
*Dates of worker population count: 7/1/03 and 6/4/04.
*More workers were covered through M-Audits in FY03 due to
the focus on factories with a higher risk of non-compliance, which
tend to be larger in size.
In FY03, we began a transition from third-party labor
practices monitoring performed by independent con-
The M-Audit is designed to do one thing – uncover
tractors to a new, internal monitoring process called
problems. Trends identified by the M-Audits have
the M-(for “management”) Audit. We hired 21 new
helped us prioritize our work in the area of factory
staff, and specifically trained them in labor auditing
remediation and business integration. This includes
practices. The M-Audit is now the bedrock of our com-
a factory walk-through, documentation checks and
pliance monitoring activity and our primary tool for
confidential on-site interviews with individual workers,
understanding our issues and impacts with respect to
supervisors and managers. The majority of our audits
working conditions. There were several reasons why we
are announced, but approximately 10 percent of our
decided that it made sense for us to do our own moni-
M-Audits are unannounced.
toring: quality, consistency and credibility with business
colleagues who were going to be asked to make
tough sourcing decisions on the basis of their findings.
20
Contrary to common belief, we feel that our audits are
more effective when announced. While it is true that
contract factories are unable to prepare for an audit
We hope we can bring our learnings from internal
if not given prior notification, we also find that much
monitoring to future efforts around shared monitoring
of the information we require in our evaluation of a
that will allow for the achievement of greater scale
factory is dependent upon access to relevant records
while maintaining quality and consistency.
and individuals within factory management.
Compliance Team
Our compliance team consists of more than 90 people based in 24 offices in 21 countries around the world.
M-Auditors
Of the more than 90 members of the compliance team, there are 46 employees who regularly conduct M-Audits.
The typical M-Auditor is under the age of 30, which mirrors the worker population. Approximately 74 percent (34
of the 46) of the compliance staff who routinely conduct M-Audits are women, again reflecting the worker population. We try to hire auditors who are local nationals who have the benefit of understanding the local language
and culture. This is particularly important for the worker interviews. In FY03 and FY04, over 9,200 factory workers
were individually interviewed as part of the M-Audit process. Each interview took approximately 30 minutes.
In FY04, the typical M-Audit took an average of 48 hours to complete, including travel to and from the factory.
Average M-Audit (time allocation) FY03 and FY04
Audit Process
Total Hours
(compliance team)
Average time spent
per audit (average
number of hours
rounded to half hour)
Average time spent
per audit (% of
on-site hours)
Opening Meeting
492
1.0
3%
Management Interview
999
2.0
6%
Walk-Through
937
1.5
4%
Sample Selection
723
1.5
4%
Records Review
1,530
3.0
9%
Employee File Review
1,178
2.0
6%
Hours/Wages Review
3,817
6.5
19%
Worker Interview
4,599
8.0
23%
Supervisor Interview
558
1.0
3%
Grading Instrument
985
1.5
4%
Audit Summary
876
1.5
4%
Closing Meeting
1,189
2.0
6%
Administrative Time
1,651
3.0
9%
19,534
34.5
100%
7,703
13.5
27,237
48.0
Total On-Site Audit Hours
Travel Hours
Total
HoursHours
(Audit & Travel)
Total Audit
M-Audit hour’s calculations as recorded by Nike compliance in FY03 and FY04.
21
WORKERS IN CONTRACT FACTORIES
The M-Audit was designed to give us a deeper
Some of the low-risk factories may receive less monitor-
understanding of the working conditions within
ing. For example, factories located in highly regulated
contract factories, with a bias toward factories with
countries, where workers are more informed about their
a higher risk of non-compliance.
rights and the laws are enforced, are often categorized
Our non-compliance risk assessment for factories
(which determines the likelihood of a factory receiving
an M-Audit) is based on the following:
• The country of manufacture, to account for countries
with poor standards or lax enforcement
as low risk, and we have chosen to focus our resources
on contract factories where workers are less protected.
M-Audits conducted by level of non-compliance risk
F YO 3
LOW RISK (24) 9%
MID RISK (141) 50%
HIGH RISK (113) 41%
• The size of the worker population, because
larger factories mean more people affected by
potential non-compliance
• The nature of manufacturing, because non-
compliance in factories using more solvents or heavy
machinery puts workers at a greater potential risk
• The past compliance performance of the factory
or its ownership team, which tends to be
better in factories where we have had long-term
business relationships
FY04
LOW RISK (49) 17%
MID RISK (186) 64%
HIGH RISK (56) 19%
Once inside the factory, our M-Audit team is instructed
to focus on the following:
• Factory processes and policies. Factories are
graded on processes and policies, as well as
outcomes. If the factory has a sub-standard policy or
process, it is rated non-compliant even if there is no
evidence those management practices have created
negative impacts for workers.
• Worker views through one-on-one confidential
22
interviews. Workers are selected from job categories
Independent Monitoring
that are likely to be subject to, or witness to, non-
We rely on independent monitoring conducted
compliance events. Effective worker interviews are
through the Fair Labor Association (FLA) to provide us
critical for understanding the actual conditions of
with an external perspective of working conditions in
work within a factory.
our supply chain.
With the M-Audits, our goal has been to cover approx-
The FLA, of which Nike is a participating company,
imately 25-33 percent of our active factory base each
is a consortium of brands, universities and NGOs.
year. In FY03, our first year of the new M-Audit process,
The FLA accredits independent monitors to perform
we focused audits on factories presumed to have the
unannounced audits of five percent of our supply chain
highest risk of non-compliance and the greatest size
each year. This amounted to 40 independent audits
(as measured by worker population). In FY04, we
of Nike factories in FLA Year Two (2003). For each
shifted to factories we believed were of medium risk.
member, the FLA reviews audit findings, oversees
remediation efforts and internal compliance processes,
process represents an independent review of our
and reports publicly on all of these activities. Nike
internal systems and processes for managing
entered a three-year accreditation process in 2003,
compliance for all product categories – apparel,
and the FLA will make its decision when that period
footwear and equipment. The FLA 2004 Annual report
ends in the late spring of 2005. This accreditation
can be found at http://www.fairlabor.org/2004report.
FLA audit findings for 40 Nike contract factories (Issue percentage as percentage of all issues found)
OT COMPENSATION 5%
HOURS OF WORK 7%
2003
WAGES AND BENEFITS 12%
FREEDOM OF ASSOCIATION 4%
HEALTH AND SAFETY 54%
MISCELLANEOUS 1%
CODE AWARENESS 7%
FORCED LABOR 1% (RECORD-KEEPING*)
CHILD LABOR 2% (DOCUMENTATION*)
HARASSMENT OR ABUSE 4%
NON-DISCRIMINATION 3%
Source: FLA Calendar Year 2003 Public Report
FLA Independent External Monitoring Findings
The figure above displays the percentage breakdown by Code Provision of the total non-compliance issues
reported by FLA independent monitors in Nike applicable facilities, which Nike addressed through remediation
in Year Two. Non-compliance findings relating to Health and Safety were the most frequently reported issues,
making up 54 percent of the total non-compliance issues identified1. The most commonly reported and
remediated Health and Safety issues related to inadequate postings and evacuation procedures, and personal
protective and safety equipment.
Issues related to Hours and Wages were also common, with a total of 24 percent of all findings relating to Wages
and Benefits (12 percent), Hours of Work (seven percent) and Overtime Compensation (five percent). The top
Hours and Wages issues that were reported by FLA monitors and taken up by Nike through corrective action plans
were related to overtime limitations, overtime compensation and worker awareness of their wages and benefits.
There were no findings of underage workers in facilities producing for Nike. Issues categorized under the Child
Labor provision (two percent of all non-compliance reported) mainly related to factories having inadequate
documentation for workers’ ages in factory records, as required by the FLA.
There were no findings of forced or bonded labor in these facilities. Most non-compliance issues categorized
under the Forced Labor provision (one percent of all non-compliance reported) related to factories keeping
inadequate records to demonstrate compliance with all FLA benchmarks for this provision.
Source: www.fairlabor.org
*Text in italics has been added by Nike for clarification purposes.
23
WORKERS IN CONTRACT FACTORIES
As discussed in previous sections (of the FLA Report), the FLA is working to develop systems for more effective
monitoring and remediation of the Code Provisions that are particularly complex and difficult to assess, such as
Freedom of Association and Collective Bargaining, Non-discrimination and Harassment and Abuse.
Source: The FLA Website at http://www.fairlabor.org/2004report/companies/participating/factoryData_nike.html. It should be noted
that two percent of FLA audited issues involving child labor referred to improper documentation of age. None of the FLA findings indicated
underage workers.
Root Cause Analysis
at some of these issues more deeply in the areas of
The limitation of most monitoring tools is that they
environment, safety and health.
identify problems, but are often inadequate in identifying root causes. For example, to understand overtime,
one must examine the buyer-seller relationship, including manufacturing timelines, pricing, quality demands
and their associated downstream impacts on the worker.
We need to understand better how our business decisions may contribute to negative impacts on workers.
compliant with our code.
is assigned by the field compliance manager and
Institute of Technology (MIT), who will examine a
reviewed by the regional director. It is derived from
range of questions around the business drivers and
outcomes. We hope to gain insights about the whole
are currently working with external parties to look
to assess the extent to which a contract factory is
information about a factory’s compliance performance,
Sloan School of Management at the Massachusetts
and factories manage hours of work. In addition, we
into our sourcing and production is the ability for us
The letter rating, which reflects all of our relevant
opening their doors to research teams from the
contract factories better manage production flows
Key to integrating concepts of incentives or sanctions
To facilitate this, we have developed a grading system.
In FY05, a group of Nike contract factories are
of the business process, which should help Nike and
BUSINESS INTEGRATION
the number and nature of non-compliance issues
discovered by various forms of monitoring and
oversight (SHAPE inspections, FLA audits, factory
visits and M-Audits where conducted) as well as the
resolution of items for factory remediation.
FLA Audits
M-Audits
ABCD
Compliance
Rating
Factory
Remediation
24
SHAPE Audits
Factory Visits
Compliance Rating Criteria
Grade
Compliance Rating Criteria
Description
A
No more than five minor issues
• Non-compliance issues that do not reach levels defined as
outstanding on the Master Action
C or D issues (see below).
Plan and no more than 20 percent
of MAP items past due.
B
More than five minor issues, but no
serious or critical issues outstanding
• Non-compliance issues that do not reach levels defined as
C or D issues (see below).
on the MAP and no more than 30
percent of MAP items past due.
C
One or more C-level issues, but
no D-level issues, outstanding on
• Lack of basic terms of employment (contracts, documented
training on terms, equal pay, discriminatory screening)
the MAP or more than 30 percent
• Non-compliance to local laws on treatment of migrant workers
of MAP items past due.
• Less-than-legal benefits not related to income security (e.g., leave)
• Excessive hours of work: greater than 60 hours/week but
less than 72 hours/week
• Exceeding legal annual overtime work hour limit for 10 percent
or more of the workforce
• Not providing one day off in seven
• Verbal or psychological harassment or abuse
• Conditions likely to lead to moderate injury or illness to workers
• Conditions likely to lead to moderate harm to the
environment or community
D
One or more D-level issues out-
• Unwillingness to comply with Code standards
standing on MAP or Serious issues
• Denial of access to authorized Nike compliance inspectors
past due; or more than 40 percent
• Falsification of records and coaching of workers to
of open MAP items past due.
falsify information
• Homework, or unauthorized sub-contracting
• Underage workers
• Forced labor: bonded, indentured, prison
• Denial of worker rights to Freedom of Association where legal
• Pregnancy testing
• Confirmed physical or sexual abuse
• Paying below legal wage
• Denial of benefits tied to income security
• No verifiable timekeeping system
• Exceeding legal daily work hour limit or work in excess of
72 hours/week for 10 percent or more of the workforce
• Not providing one day off in 14 days
• Conditions that can lead to death or serious injury
• Conditions that can lead to serious harm to the environment
25
WORKERS IN CONTRACT FACTORIES
A factory can receive a C or D rating if non-compliance
re-assess our business relationship. Because this is a
is discovered in one or more of the issues listed above.
new system, and there is still a level of inconsistency
For example, a factory may have an exemplary com-
in our assignment of ratings and additional work
pliance record, but if only one instance of unauthorized
needed to notify factories and production staff about
sub-contracting is found, that factory will nevertheless
the consequences of receiving D ratings, we have not
receive a D rating.
yet instituted hard deadlines for compliance. For this
It is our aim to move factories with a C or D compliance
rating to a higher rating within three to six months,
respectively. If we feel that a C- or D-rated supplier
is not making adequate progress in meeting their
remediation targets within the set timeline, we will
system to work, we also need to find a solution to
the challenge of completing timely follow-up visits to
confirm factory claims of completed remediation. This
is an area where shared industry collaboration could
have an impact.
Non-Compliant Factories
We work hard to help our contract factories implement remediation of non-compliance items found during
our audits, regardless of the severity of the initial findings, but there have been cases when the behavior of
factory managers has demonstrated their lack of commitment to this process and we have been forced to
terminate relationships.
A factory is cut from our supplier base when, over a period of time, it lacks the capacity or the will to correct
serious issues of non-compliance. One supplier in China, for example, was cited for repeated violations of
overtime standards and falsification of records. The compliance team established action plans, which three
different Nike business units worked with the factory to implement. After six months of continuous efforts, and
no improvement, the factory was dropped.
More typically a decision to end a business relationship is based on a combination of issues. In FY04, a
manufacturing group in South Asia was performing poorly on a range of issues, from overtime and worker/
management communication to the quality of product and shipping dates. After a series of performance
reviews, the factory group was informed that we would not be placing orders for the next season. We do not
report on factories dropped for compliance reasons because it is often difficult to isolate poor performance on
compliance as the sole reason for terminating a business relationship.
26
The Balanced Scorecard
We have adapted a traditional business tool – the
If much of our work to date has focused on understand-
balanced scorecard – to help us track and assess
ing the issues, we now have a tool designed to drive
the corporate responsibility performance of Nike’s
change and move us closer to our goal of achieving a
footwear and apparel divisions. Within one of the
sustainable sourcing strategy. Our Balanced Scorecard
broad categories covered by the scorecard –
gives us an opportunity to reward high-performing
operations – we have identified four processes that
factories. It is key to our business integration strategy.
must also be balanced.
Three of these processes – cost (what Nike pays for the
traditional measures of performance: quality, on-time
product), delivery (receiving the product on time) and
delivery, price and compliance. In addition to using
quality – represent the standard decision-making tool
this system to reward the best factories, we also plan
in our industry; it’s how orders are nearly always placed.
to use it as a management tool for those factories
The numbers are easy to track in real time, and most fac-
needing the greatest improvements. We have found
tories and production managers have been judged on
compliance ratings generate growing visibility around
their ability to hit targets for these processes. If the
non-compliant factories and achieve increasing levels
factory hits the target, they get more orders. With the
of responsiveness from our business units. As a result,
fourth process compliance, we’ve added an important
even as we shift our resources to a greater focus
change in how orders can be placed. Our current metrics
around factory remediation and capacity building,
for gauging progress are more subjective than the three
monitoring will continue to be a pillar of our strategy
standard measurements, and are reported monthly. But
for integrating compliance into our business.
by providing measurable targets, we alter the equation
and can begin providing incentives to our factories and
our own production staff for compliance performance.
The Balanced Scorecard has helped us understand the
interrelationships of our categories of measurement.
We’ve long known that pushing too aggressively in one
Compliance performance is tracked in the form of our
area can disrupt the balance and have consequences
compliance rating based on an ABCD scale (see chart
elsewhere. We also believe that the balanced score-
on page 25). This system helps us document and com-
card is an effective tool for communicating internally
municate compliance issues throughout the business.
to our production staff and externally to our contract
Once the letter is assigned, it is slotted into the
Balanced Scorecard and is nested next to other, more
factories the importance we place on achieving balance between cost, quality, compliance and delivery.
Working with Contract Factories
Our supply chain has evolved in recent years. We have built strategic relationships with manufacturers who have
the capability to support us in delivering technical performance product. The goal of this approach is to build
a collaborative relationship based on mutual success, identify the changes that can be made to increase the
efficiency of our supply chain and to improve factory performance across all dimensions of the balanced
scorecard, including compliance. We believe that we no longer need to rely on confidentiality to secure our
relationships with key suppliers; this relationship will be protected through better business practices and mutual
interest. Our contract factories are also gaining a better understanding that their reputation is best maintained
through investing in CR as a point of differentiation in attracting long-term buyers. Public disclosure of our
contracted factories should promote suppliers that have greater ownership of their own reputation as a means
of competitive advantage.
Our production managers are beginning to see how
non-compliance with our standards. That is, if we are
their decisions may have a downstream effect on
late in delivering product specifications or materials,
working conditions. We’ve found, for example, that
but still expect a product delivered on time, the
pressure on the delivery schedule can contribute to
factory manager may choose to rely on more overtime.
27
WORKERS IN CONTRACT FACTORIES
Although we hope to do a better job of building
Factory Remediation
incentives for factories to improve in corporate
When a factory is found to be out of compliance with
responsibility via the scorecard, it is a balanced
the code, the compliance team works with factory
scorecard. This means that if a factory has made
management and the Nike business unit to develop
significant improvements in compliance but not in
a Master Action Plan (MAP) to guide the factory’s
other areas, we may decide not to continue placing
remediation efforts.
orders with that factory. Conversely, factories may
perform well on cost and delivery or provide
us with unique product, but have a poor track
record on compliance. In these cases, our work is
focused on assisting with their remediation efforts
of non-compliance.
When remediation works best, it involves Nike
compliance staff, production staff and management,
as well as managers from the contract factory. The
factory management team attends the M-Audit
closing meeting, reviews the results, drafts its own
MAP, provides it to Nike, and begins correcting
We recognize that a key component driving
issues identified by the compliance team. The Nike
the effectiveness of this system lies in placing
production manager responsible for the business
accountability within employee performance eval-
relationship with the factory monitors progress and
uations for decisions affecting compliance. Moving
exchanges information about progress or obstacles
forward, we will be looking at the right tools for
with the country compliance team. The Nike general
embedding accountability and aligning incentives
manager for production monitors the progress of all
within the business to support our corporate
factories within his or her purview, and weighs in when
responsibility goals.
factory remediation progress is too slow.
Factory remediation is helped along by our compliance team through their regular visits to factories, which
supplement the 1,016 SHAPE Audits conducted in FY04 and in-depth M-Audits at select factories. The typical
Nike compliance team in each country spends about one-third of their time on monitoring and auditing
activities, about half their time assisting and tracking factory remediation activities, and the remainder of their
time on trouble-shooting and collaboration/outreach work.
The MAP defines the who, what, when and how
identified by our compliance team often re-emerge as
of remediation. Currently, the MAP contains every
non-compliance findings in subsequent audits.
item identified as a non-compliance issue, from a fire
extinguisher that has not been checked to unpaid
wages and overtime hours in excess of our code.
Some MAPs may have fewer than 10 items and others
may have dozens of items both major and minor.
Going forward, we will focus our follow-up on priority
issues that we believe will have the greatest effect
on improving conditions for workers. Another
challenge we face is making sure remediation sticks.
We have found that the episodic improvements
28
For example, a MAP item around non-compliance with
payment of erroneous wages would include instructions
to pay the proper rate of pay going forward and reimburse the worker for wages owed for up to one year.
Remediation progress is not always linear, swift or complete. In areas of non-compliance where progress is
easy to measure, it can be. Workers fired without just
cause or due process, for example, can be re-hired, and
we can document it. Underpaid wages can be cor-
build our capacity and that of contract factories to
rected and verified. Hours of work above Nike’s stan-
implement and sustain improvements.
dard can be adjusted downward and checked against
time clocks, worker interviews and observation.
Where technical assistance is needed, including
interpretation of standards or issues, members of
But with an average of one compliance staff for more
the Nike compliance team may visit the factory
than 10 factories – some of which are remote and
and provide the necessary support. The team also
some of which are large and complex businesses with
provides generalized training, or makes it available
10,000 people or more – constant monitoring, tracking
through outside resources, to raise factory team
and assisting factory remediation is at times an over-
competencies and capacities to self-manage labor,
whelming and incomplete body of work. This is one
environment, safety and health.
area where the open-source model of compliance
has enormous potential. Transparency across the
industry of our respective contract factories will
promote greater collaboration, sharing of monitoring
information and reinforcement of remediation expectations across the industry. This could also decrease the
burden on suppliers dealing with contradictory audit
requirements by multiple buyers.
Training and Education
While remediation focuses on addressing specific
findings of non-compliance, training enables us to
Among those areas of training and education we
believe have been most significant in FY04, and
continue in FY05 include the following:
• A global effort to raise factory awareness of labor
law and Nike standards, often involving local
labor experts
• A parallel global effort to raise factory awareness of
environment, safety and health (ESH) management,
focusing on ESH committees
• Building our own staff competencies to assist contract
factories with remediation
Remediation in Action
A high-volume Turkish supplier with a history of marginal compliance with the Nike code turned its performance
around when we took active steps to assist with remediation. We started by taking a step back from the
symptoms in the factory and asked factory management to apply their management approach for other areas
of their business to compliance issues. The resulting management restructure and creation of a management
system within the factory led to notably improved working conditions in the factory. We are hopeful the
management’s plans to feed this out into their subsidiaries and subcontractor base will achieve long-term
improvements broader than just the one factory.
Another contract factory, located in Egypt, was found to be non-compliant with our standard around benefits.
Management had failed to register its employees under the government social security system – a common
industry problem. Although the factory manager knew of the benefits and requirements of such registration,
no progress was made. Rather than pursue this as a compliance issue alone, our compliance team involved the
Nike business team responsible for liaising with the factory in the next compliance meeting. Seeing that this was
not only a legal requirement but a Nike business requirement convinced the factory manager to register all his
workers, including himself. Since then, the factory manager has commented that even he is happier and feels
that he is more secure at work.
29
WORKERS IN CONTRACT FACTORIES
In FY04, we documented more than 16,000 individual
to how to manage an internal grievance system. The
workers or managers who received some form of
largest individual body of training was performed
compliance training from Nike, on topics ranging from
under the auspices of the Global Alliance for Workers
safe chemical handling practices and personal hygiene
and Communities (see below).
Nike-hosted Training FY04
Number of attendees
Factory Workers and Management (total)
• Environment, safety and health training
• Labor-related training
External Auditors: pre-source audits, M-Audits and SHAPE
Nike Employees: (Environment, Safety and Health and SHAPE)
16,590
2,137
14,453
119
72
Worker Development and The Global Alliance
One of our most important partners in understanding factory worker concerns and in the provision of training
to both workers and managers has been the Global Alliance for Workers and Communities. After five years of
operations, its partners collectively chose to end the initiative in December 2004.
The Global Alliance was a partnership of Nike, Gap, the World Bank, the International Youth Foundation (IYF)
and other organizations aimed at worker and workplace development. Since its launch in 1999, Global Alliance
facilitated interviews with more than 16,000 workers and launched a number of development projects focusing
primarily on building better management practices and worker awareness of health issues. The Global Alliance
interviews and focus groups also helped us to uncover the kinds of compliance issues that were difficult to bring
out in typical audits, such as sexual harassment and overall satisfaction with the work environment. In FY04,
the Global Alliance trained more than 25,000 workers and managers in more than 60 factories in China, India,
Indonesia, Thailand and Vietnam.
The Global Alliance was criticized in some quarters as, at best, irrelevant when compliance issues abound and,
at worst, an end-run around trade unions. We believe this dismissal of the Global Alliance misses a larger point;
though not a perfect effort, the five-year experience with the Alliance taught its partners a great deal about
worker issues and aspirations, and highlighted some core compliance issues as well.
We would not have a heightened awareness of harassment issues were it not for the Global Alliance. We know
that to get a deeper understanding of a workplace, we must go beyond M-Audits scores and probe under the
surface to try to measure worker satisfaction with the workplace.
Work done with the Global Alliance in Indonesia is a useful example of where we believe progress was made
through our approach to compliance. Following revelations of widespread compliance abuses, our team worked
with the factories in question to develop a comprehensive remediation plan. A subsequent alliance report
demonstrated that improvements were made to the factories. Please see http://www.theglobalalliance.org.
30
Although we were able to gather anecdotal information about some of the positive impacts of the Global
Alliance on the workplace, particularly the management training and worker health training, a measurement of
actual impacts is still to come. A final study examining the knowledge from the Global Alliance is being compiled
and will be made available to the public upon completion. The Global Alliance’s inability to expand programming and attract other corporate partners proved limited, which led to the decision to end the initiative.
At this point in time we are exploring different ways to use the remaining Global Alliance funds in the spirit of
the Alliance. We will report on this in the FY05 report.
In addition to the Global Alliance training, Nike continues to co-sponsor, with factory management, a program
of worker after-hours education generally aimed at securing a high school equivalency for workers in footwear
factories in Thailand, Vietnam, Indonesia and China. In the 2003/2004 school year, 984 workers graduated from
one of those programs. Our commitment to worker and workplace development remains.
Global Alliance Training and Worker Development Programs
Number of Attendees
Global Alliance (Nike FY04)
China
India
Indonesia
Thailand
Vietnam
Total
Management Training
2,953
228
1,553
808
812
6,354
796
34
90
178
–
1,098
–
2,400
–
–
–
2,400
890
5,842
372
1,643
212
8,959
Other Training
7,700
84
–
142
–
7,926
Health Fair
4,000
–
–
–
14,400
18,400
Project Team Member Training
Interpersonal Relationship
Health Training
MULTI-STAKEHOLDER INITIATIVES AND INDUSTRY CHANGE
We hope that our disclosure of our supply chain will
Currently, many brands often pay to monitor the
spark a new level of multi-stakeholder collaboration
same facility with their own separate auditors,
and industry change. A description of some of the
standards and priorities. This is wasteful and ultimately
efforts we have engaged in to date follows below.
takes funds and attention away from higher priorities,
such as helping factories build internal management
Global Multi-Stakeholder Initiatives
capacity, sharing best practices, and learning from
Six Codes Initiative
one another. It also places a significant burden and
We have long believed in the need for common
cost on factories. One contract factory in Europe was
reporting and auditing standards. Our initial reason
audited more than 40 times in one year by its different
was that it would allow for comparisons between
buyers and their compliance personnel – a significant
companies, but we see other, more important reasons
interruption of workflow.
for the common platform.
31
WORKERS IN CONTRACT FACTORIES
The challenge of meeting different standards can be
code, using factories in Turkey as the test base. The six
highlighted with a simple example: Different work
organizations, which will issue a public report on the
codes call for different placements of fire extinguishers.
results, are as follows:
To stay in compliance, one factory might need to have
• Clean Clothes Campaign
the fire extinguisher mounted five feet high on a wall
• Ethical Trading Initiative
for one company’s audit, four feet high for a second
• Fair Labor Association
company’s audit, or on the floor for a third one. Picking
• Fair Wear Foundation
one of the standards and sticking with it means the
• Social Accountability International
factory is out of compliance with the other two audits.
• Workers Rights Consortium
This borders on the absurd.
If monitoring becomes standardized, and we can
achieve consistency in the quality of audits, it should
follow that it will be quicker and cheaper to acquire
compliance data and to achieve broader coverage.
Our first step toward harmonizing our compliance
standards with those of other companies came
through the American Apparel Industry Code of
Conduct, established at the invitation of the Clinton
administration in 1997. This effort led to the creation of
the Fair Labor Association, whose membership now
includes more than two dozen brands, a number of
NGOs and over 175 universities with licensed apparel
programs. These companies include American,
European and Canadian brands whose total annual
revenues amount to approximately $30 billion. Despite
the steps taken by this small group of companies,
this group accounts for just a fraction of the global
apparel and footwear industries, which were valued
at $935.1 billion and $284.4 billion respectively in 2004
(Datamonitor 2004).
32
Global Reporting Initiative Sector Supplement
A separate but similar initiative is based on our
belief that increased transparency and standardized
reporting will serve as an effective mechanism for
continuous improvement in our industry. This initiative
involves collaboration with the Global Reporting
Initiative and industry colleagues and stakeholders
to establish a working group to agree upon a uniform
set of reporting guidelines for the apparel and
footwear industries.
MFA Forum
The MFA Forum was formed by a small group of stakeholders following discussions that occurred at Nike’s
2004 stakeholder forum. This group subsequently
expanded to include multiple brands, trade unions,
NGOs and international development institutions with
collective concerns about the potential impact of the
quota phase-out on workers. This group ultimately
became the MFA Forum. Outputs of this forum include
in-depth research and a Collaborative Framework
for Guiding Post-MFA Actions. Going forward, this
There are at least five other major compliance and
forum will serve as a facility for promoting and sharing
monitoring organizations with established codes of
experiences in collaborative initiatives that address
conduct. The next generation of harmonization will
the challenges emerging from the end of the MFA.
focus on bringing these initiatives, including the FLA,
This facility will be modest and time-bound, and will
into better alignment. One step in that direction
comprise the following elements: (a) Basic information
is an initiative of six code-based organizations
exchange about post-MFA related collaborative
focused on developing a common standard and
initiatives at the country, regional and international
then testing the monitoring and remediation of that
levels; (b) Promote learning about the effectiveness
of such initiatives through participation in and hosting
Until recently, we thought a robust monitoring program
relevant forums, supported as required by more
would be an effective means of assessing our contract
formal research; and (c) Inform, initiate and facilitate
factories’ progress year-on-year in complying with our
specific collaborative initiatives by networking relevant
Code of Conduct. We have come to realize that our
actors and facilitating the initial stages of in-country
monitoring scores are perhaps a better reflection of
collaborative initiatives where appropriate.
our success as monitors than an accurate assessment
For more information on MFA, see the Challenges and
Opportunities section.
PERFORMANCE
Writing this report has been a process of introspection.
It has also been a process of internal transformation
that led us to the decision to disclose our factory base.
We know that the M-Audit has provided us with very
robust data on the major issues of non-compliance that
exist in our supply chain, which has led us to identify
four priority areas to focus our energy on going
forward within the management of labor issues:
• Freedom of association
• Harassment, abuse and grievance procedures
of performance over time. This is consistent with
industry colleagues who report significant increases
in non-compliance from their baseline data.
We have also concluded that because monitoring
does not necessarily lead to factory remediation, we
need changes in the underlying system that would
enable us to shift more of our resources to capacity
building. It is our hope that the collaboration resulting
from additional supply chain disclosures by our
industry colleagues will enable this shift.
The results of our audits do, however, provide useful
information to feed into our compliance ratings (ABCD)
that will serve as the basis for our efforts toward
internal business integration and factory remediation.
• Payment of wages
Fiscal year 2004 was our first year to apply letter
• Hours of work
ratings to our contract factories as a mechanism for
Our understanding of these issues and activities taken
around them is described in greater detail below.
The M-Audit does not produce a meaningful
comparison of improved or declining performance,
i.e., or the extent to which remediation is occurring,
and conditions improving. While we have anecdotal
evidence, we realize that our ability to measure
improvements is another challenge for the future.
Many of our stakeholders have pointed out that we
have many measures of activity, but less ability to
measure impact. Consequently, we are currently
re-evaluating our metrics for measuring the impact
of our compliance efforts.
communicating compliance performance to our
production staff. As this represents our baseline, we
are not yet certain what rating distribution we should
expect across the source base. One finding of noncompliance with a critical issue causes a factory to
receive a D rating. One finding of non-compliance with
a serious issue causes a factory to receive a C rating.
As we continue to refine these rating assignments, it is
likely that a growing number of factories will fall within
our C and D categories.
Despite the rigor of our new source approval process,
we are finding that significant numbers of factories
receive C and D ratings. We believe this reflects the
reality that many of the factories in our supply chain
were active prior to the development of our New
33
WORKERS IN CONTRACT FACTORIES
Source Approval Process. It also reflects the reality
At the close of FY04, using definitions developed
that change is a long process that starts with educating
for each rating, ABCD, we updated or assigned new
factory managers and workers. It is sustained by
ratings to factories in the source base. The following
building the knowledge and skills to improve and
chart displays the most current contract factory
maintain decent working conditions.
compliance ratings.
Nike Brand Active Contract Factories Compliance Ratings (June 4, 2004)
APPAREL
FOOTWEAR
EQUIPMENT
A
B
C
D
E
A
B
C
D
E
A
B
C
D
E
Americas
23
49
17
4
9
9
8
1
0
8
0
7
0
1
1
EMEA
11
34
5
32
5
3
4
2
3
2
1
2
0
0
0
N. Asia
21
78
16
9
8
9
48
16
5
14
4
21
3
0
0
S. Asia
21
60
48
2
45
4
7
6
0
20
0
9
11
0
5
Total
76
221
86
47
67
25
67
25
8
44
5
39
14
1
6
Equipment (169)
Apparel (497)
A 15%
C 15%
E 26%
B 45%
D 10%
A 15%
C 17%
E 13%
FY04
FY04
FY04
B 40%
D 4%
ABCDE Compliance Rating Globally
FY04
A 15%
B 44%
C 17%
D 8%
E 16%
Note: E is for unrated factories due to insufficient information.
34
Footwear (65)
A 8%
C 21%
E 9%
B 60%
D 2%
M-Audit Findings
Each M-Audit generates a numeric score that repre-
overall grading of a factory, and is also used by
sents a percentage against 100 percent compliance,
factories as a tool for building master action plans.
with 100 indicating full compliance. This score allows
The following chart displays the range of aggregate
us to get a more comprehensive baseline picture of
M-Audits scores for the 569 contract factories that
where a factory stands at the time of the audit. As
received M-Audits in FY03 and FY04.
noted previously, the M-Audit score is fed into the
M-Audit Scores (FY03 & FY04)
Americas
EMEA
N. Asia
S. Asia
Global
Combined
Apparel
Equipment
Footwear
Lowest Score
46
46
59
46
Average Score
78
78
81
68
Highest Score
94
92
94
81
Lowest Score
49
50
49
73
Average Score
70
69
73
73
Highest Score
96
92
96
73
Lowest Score
25
26
29
25
Average Score
61
61
56
71
Highest Score
99
89
85
99
Lowest Score
20
20
33
28
Average Score
58
56
64
60
Highest Score
95
88
96
95
569
383
116
70
Lowest Score
20
20
29
25
Average Score
65
66
64
66
Highest Score
99
92
96
99
Total # of Audits
The M-Audit is divided into four major categories
The chart that follows displays the range of non-
of inquiry – hiring practices, worker treatment, worker-
compliance by specific issue across the full set of
management communications and compensation.
issues covered by our M-Audits. A factory is found
The M-Audit currently covers more than 80 labor-
to be non-compliant if our auditors find one or more
management issues, with each issue accounting for
incidence of factory conduct that does not meet our
a specific weighting with respect to the overall grade.
code standard. In effect, the numbers report rates of
incidence, but not breadth or severity of impact. We
will be looking at how to better capture breadth and
severity in more depth in the coming year.
35
Non-Compliance Findings at 569 M-Audited Factories (FY03 & FY04)
ISSUES
Age verification process inconsistent or not well documented
Applicants are asked to disclose non-job-related information (e.g., marital or family information)
Hiring Practices
Process Control
Voluntary nature of the employment is not documented
Eligibility to work document is not kept or inconsistently maintained
Legally required employment documents for workers are incomplete
Mandatory overtime policy communication to managers is not documented
Mandatory overtime policy communication to workers is not documented
Mandatory overtime policy communication is not provided
Unapproved subcontractor used
Wage penalty imposed if resignation notice is not adequate
Young Workers (less than 18) are not fully informed of legal protections for work conditions and hours
Age below legal minimum
Age below Nike Standard (Footwear 18, Apparel/Equipment 16)
Outcome
Female applicants are required to undergo pregnancy test
Home work is practiced
Forced labor
Original documents (e.g., travel documents, personal I.d.) withheld from workers as a condition of employment
Security deposit required for employment
Workers are required to pay for tools (e.g., scissors)
Young Workers (less than 18) are not provided with legally mandated medical checks
Code of Conduct posting is insufficient
Code training for managers is insufficient
Code training for workers is insufficient
Process Control
Treatment of Workers
Language and culture training for expatriate managers is insufficient
Language and culture training for expatriate managers is not documented
People management skill training for managers/supervisors is insufficient
People management skill training for managers/supervisors is not documented
Non-discrimination policy is not written or does not sufficiently include all required elements
Non-discrimination policy posting is insufficient
Non-discrimination policy training is insufficient
Non-harassment and abuse policy is not written or does not sufficiently include all required elements
Non-harassment and abuse policy posting is insufficient
Non-harassment and abuse policy training is insufficient
Workers are not sufficiently aware of basic Code provisions
Outcome
Employment decisions (e.g., promotion) are made based on factors other than job performance
Security searches are intrusive
Abusive (e.g., verbal, physical) treatment
Factory restricts worker egress during non-work hours
Factory restricts worker egress for medical or personal emergencies during work hours
Process
Control
Confidential grievance channel is not provided
Grievance system is not effectively managed or process is not well-documented
Workers were coached to respond positively to auditors
Outcome
Worker-Management
Communication
Factory restricts drinking water or toilet access during work hours
Union representatives are not elected by workers or workers do not know their union representatives
Freedom of association is restricted by law (e.g., China, Vietnam)
Freedom of association is restricted due to exclusive union agreement
Freedom of association is not provided where legal
Workers do not trust the grievance process
36
AMERICAS
EMEA
N. ASIA
S. ASIA
TOTAL
Non-Compliance Findings at 569 M-Audited Factories (FY03 & FY04)
ISSUES
AMERICAS
EMEA
N. ASIA
S. ASIA
TOTAL
Business operations lead to work hours in excess of 60 per week
Legally required overtime permit is not obtained
Legally required overtime permit is not posted in the workplace
Process Control
Work Hours
Voluntary signature sheet for work hours exceeding 60 per week is inadequate
Timekeeping system or payroll records are not accessible to auditors
Timekeeping system for workers to record their hours of work is not provided
Timekeeping system data is not used to calculate wages
Timekeeping system minute tolerance exceeds Nike standard
Regular work hours and overtime hours are not kept in the same timekeeping system
Work hours information training is insufficient
Work hours information training is not provided or not documented
Outcome
Overtime refusal results in penalty
One day off in seven not provided
Work hours exceed legal limit for pregnant or nursing workers
Work hours exceed legal limit
Process Control
Work hours exceed Nike standard
Piece rate record is insufficient
Wage information training is not provided or insufficient
Voluntary wage deduction authorization is not well-documented
Wage slip information is insufficient
Wage slip is not provided
Probationary period exceeds Nike standard
Wages
Probationary wages do not meet Nike standard
Wage below legal minimum
Outcome
Wage calculation is inaccurate
Wage paid off-clock
Wage payments are made late
Disciplinary fines are imposed
Overtime rate is less than legal or calculation is inaccurate
Voluntary savings program are not refunded or refund payment is not well-documented
Wages for switched work days or hours are not calculated properly
Process
Control
Outcome
Benefits
Legal withholdings are inaccurate or not deposited in legally designated accounts
Labor law describing legally mandated benefits is not posted
Leave policy is not written or incomplete
Benefit information training is insufficient
Personal leave is difficult to take
Legally mandated leave(s) not provided
All legally mandated benefits are not provided
No incidents of non-compliance
found in any of the factories
M-Audited
One or more incidents non-compliance
found in less than 1% of factories
M-Audited
One ore more incidents non-compliance
found in more than 1% and less than 10%
of factories M-Audited
One or more incidents non-compliance
found in more than 10% and less than
25% of factories M-Audited
One or more incidents non-compliance
found in more than 25% and less than
50% of factories M-Audited
One or more incidents non-compliance
found in more than 50% of factories M-Audited
Footnote 1: Because M-Audit results reflect rate of incidence not the breadth or depth of an issue in any one factory, audit findings are noted by
ranges (i.e., 10%>25%) rather than absolute percentages.
Footnote 2 (under freedom of association): Because of the difficulties associated with monitoring freedom of association, we believe this figure
may be under-reported, but likely within the range specified above.
37
WORKERS IN CONTRACT FACTORIES
Space in this report does not allow for a full treatment
and collectively bargain is a responsibility we take
of the more than 80 M-Audit issues. What follows is
seriously. Freedom of association provides workers
an examination of the findings with regard to the five
with the choice to form or join organizations, including
compliance issues where, we believe, there is greatest
trade unions, or not to do so. It is often through
concern. Identification of these issues is based on
forms of collective action that workers can gain the
industry benchmarks of audit findings, consultation
strength they need to pursue or defend other worker
with stakeholders and our own understanding of which
rights, including the ability to bargain collectively for
issues are likely to have the greatest effect on workers.
improved wages and working conditions.
To understand trends uncovered through our monitor-
We believe that when workers and managers have
ing efforts, we examined the findings of various
access to constructive dialogue mechanisms within
industry organizations regarding patterns of labor non-
formal trade unions or other structures, then our role as
compliance. While wide variations in auditing tools and
a policing body will become less necessary overall.
auditor quality make it difficult to compare the exact
conditions, we discovered in our active factory base
with those in another company’s data released by the
Fair Labor Association suggests that the general trends
in noncompliance are consistent (http://www.fairlabor.
org/2004report/overview/iemFindings.html).
At the country level, legal or political constraints often
prohibit or limit the right of workers in this area; this
is the case in several countries where our product is
manufactured. When the law itself prohibits the right
of workers to freely associate or bargain collectively,
e.g., in Vietnam and China, our goal is to facilitate a
We identified the following topics for in-depth
process where workers can achieve parallel means of
coverage in this report:
representation. Some believe that this is increasingly
• Freedom of association
possible in Vietnam, where the trade union structure
• Harassment, abuse and grievance systems
is developing the flexibility to allow for some worker
• Hours of work
representation at a higher level.
• Payment of wages
• Child labor
Freedom of Association and Collective Bargaining
Protecting the rights of workers to freely associate
Legal restrictions are also an issue in export
processing zones where workers often have the right
to freely associate, but the rules may not provide legal
protection should they attempt to exercise this right.
Union Representation in Contract Factories
In FY03 and FY04, our M-Auditors reported that more than 27 percent of the audited factories had union
representation – trade, exclusive or government affiliated – and an additional 18 percent had worker committees.
It is important to note that this does not represent an evaluation of the quality or legitimacy of this union as an
independent, elected bargaining body for workers.
38
Protecting the right to freedom of association is among
of scale of non-compliance on this issue. Examples of
the toughest challenges our industry faces because
non-compliance include factories that were found to
have actively and illegally opposed organizing efforts.
which may not be when our auditors are present. It
Other triggers of a non-compliance grade included
is our conclusion, and generally that of our industry
(a) closed-shop practices that do not allow workers
colleagues, that we do not have a complete picture of
a free choice of who should represent them, and (b)
the actual situation due to the challenge of discovering
workers not allowed to join organizations based on
these practices through monitoring.
their work status and, in a few cases, blacklisting and
dismissal of workers for such activities.
Our view is that this issue is closely linked to the lack
of a history of constructive social dialogue and
Effectively monitoring whether a worker truly has the
industrial relations in many of the countries where our
freedom to associate and bargain collectively is also
products are made. Progress on this issue can only
a challenge because there are many subtle methods
be sustained if workers and managers understand
employers might use to restrict workers’ rights to
their rights, and local governments are willing to
freely associate. While worker interviews are probably
enforce their laws. But understanding isn’t the only
the most important tool for assessing compliance
issue. There are additional competencies needed for
around this issue, it can only truly be tested during
constructive social dialogue, e.g., conflict-resolution
periods when workers are actively exercising this right,
and negotiations skills, to name a few.
Freedom of Association
M-Audits with one or more
instance of non-compliance
Freedom of association is prohibited by law (e.g., China, Vietnam)
10% ->25%
25%
50%
Freedom of association is prohibited due to exclusive union agreement
1% - 10%
25%
> 50%
Freedom of association is not provided where legal
1% - 10%
25%
> 50%
Our team has undertaken a range of activities to
• Worker-Management Dialogue: Another building
support our monitoring of this issue. We have an
block of freedom of association involves worker
overall focus on education programs for Nike
empowerment, including training workers to
compliance staff as well as factory workers and
understand their rights and to engage in constructive
managers. In addition, there are three components
dialogue with management. Training management
of our approach to strengthening industrial relations,
to engage in dialogue with workers is another critical
both in countries where freedom of association is
component of this process. In addition, we believe
prohibited by law and where structural issues hinder
that workers and management have to practice skills
workers’ ability to freely associate.
that are important for industrial relations, regardless
• Grievance Systems: We expect factories to have
a grievance system and we monitor compliance
against this standard. See section on harassment and
abuse for more information about grievance systems.
of whether workers choose to exercise their right
to freely associate. We are working to facilitate the
establishment of worker-management dialogues
through standing ESH committees. Although we have
put a lot of energy into this, we are still in the initial
phase of implementation.
39
WORKERS IN CONTRACT FACTORIES
• Direct Intervention: Where worker rights are not
In Bangladesh, we worked with union and factory
adequately protected by others and we believe we
representatives to begin the first steps toward
have the ability to influence the outcome, we may
establishing protection for worker rights in export
directly intervene, often in consultation with external
processing zones. The progress has been modest.
stakeholders with expertise on this topic.
Contract factory management sought court action
Multi-stakeholder initiatives have been important in helping us explore different mechanisms for addressing the
challenges surrounding freedom of association. Through
the FLA and international trade union organizations, Nike
also has addressed worker rights issues in factories in
Mexico, the Dominican Republic, Thailand, Sri Lanka and
Turkey, but to date there is not one systematic, global
to forestall the process, but then, under threat that
the United States might withdraw trade privileges,
reversed course and helped broker a new set of
rules to allow workers to vote on representatives for
a worker/management committee. There is little trust
between factory and union management, which we
intend to work to improve.
approach to this challenging compliance issue.
Bulgaria Apparel Project Partnership
As Nike began working with factories in Bulgaria, initial factory visits showed many examples of non-compliance
with our code. This is not uncommon. As we looked at different factories, in part to avoid difficult compliance
issues, we found that some of the problems were not limited to a small number of factories, but were
endemic to Bulgaria.
Many of the issues were connected to freedom of association, and were rooted in the politics and culture of the
former Soviet bloc. Some unions evoked either the style or image of unions under the prior regime. And factory
owners, even many workers, placed little trust in them. Still, in a rapidly changing industrial economy, unions
could play an important role. We helped create the Bulgaria Apparel Project Partnership to develop that role.
According to the charter agreed to in November 2003 by trade unions, suppliers, contract factories, government
institutions, four brands (including Nike) and the Balkan Institute for Labor and Social policy, the partnership
objectives are as follows:
• To encourage constructive dialogue between government, industry and the trade unions to help establish the
Bulgarian apparel industry as a leader in corporate social responsibility
• To provide increased capacity building among workers, labor groups and employers and to build a better
understanding of laws and standards that protect worker rights and their effects on such operational issues as
cost, quality and profitability
• To integrate the state labor inspection machinery into the worker-employer dialog and familiarize the parties
with a common set of references for corporate social performance. While many CR initiatives ignore the
existing labor inspection machinery in place, this project will help strengthen it
The project may be important to Bulgaria. As the country seeks entrance into the European Union, its accession
depends, in part, on its abilities to facilitate constructive social dialogue. European Funding (EU) funding for this
project came primarily with this goal in mind.
40
In early discussions, the partnership focused on corporate responsibility issues alone – identifying compliance
challenges, developing monitoring capacity, working with factories on remediation, etc. The companies found,
however, that there would be greater benefit if the project addressed the fuller range of production issues,
including price, quality and delivery.
Bulgaria Apparel Project Partnership has helped us understand that beyond the performance of factories,
country-level competitiveness issues must be addressed if Bulgaria is to be considered a market leader in
apparel. This shift in thinking – full integration of CR issues – mirrors our own shift at Nike.
Grievance Systems and Initiatives
In China, Nike has worked with local NGOs to develop reporting systems for employee grievances.
One such program, implemented in collaboration with the Ziao Chen Worker Hotline, started in July 2003.
It began with an assessment of worker knowledge of Chinese labor law. Fifty workers were trained to be
peer trainers on issues such as labor contracts, wages and leaves, health and safety, labor dispute resolution,
insurance, and rights for female workers. Grievance communications systems were put into place and now
include grievance boxes, a hotline, e-mail addresses and access to the labor union offices.
In May 2004, the factory workforce – more than 8,000 workers – elected 11 worker representatives from a slate
of 15 candidates. These representatives will speak for workers on the Factory Grievance Committee (sitting
with factory management and the state-sanctioned union). The committee is to resolve critical issues regarding
workforce management and serve as a bridge between workers and management.
It is important to note that this is not a trade union; the committee sits under the factory management structure
and will not engage in collective bargaining. But it is an important beginning and it will require ongoing
development, education and empowerment.
A second program, implemented in collaboration with the Institute for Contemporary Observation, assisted
with the Migrant Workers Grievance Program. ICO is also committed to developing worker’s capacity in a
variety of areas, from legal awareness, to occupational health and safety to reproductive health.
Harassment, Abuse and Grievance Systems
it physical, verbal or sexual. We have also learned that
Of the different forms of harassment and abuse, verbal
sexual harassment is very difficult to discover because
harassment is by far the most common form found by
of the sensitive nature of the issue, particularly in more
our monitoring team. Additionally, a series of worker
socially conservative societies. For more information on
interviews conducted by independent researchers
the Global Alliance Study, see our FY01 CR Report at
for the Global Alliance (see sidebar) in Indonesia in
http://www.nikeresponsibility.com/reports.
2000-2001 made Nike’s compliance teams much more
aware of the issues that young, predominantly female
workers face when there is a climate of harassment, be
Building the capacity of factory managers and
workers to address the issue of sexual harassment is
also a challenge.
41
WORKERS IN CONTRACT FACTORIES
Harassment and Abuse Grievance Systems
Audits with one or more
instance of non-compliance
Workers do not trust the grievance process
- 50%
25% >
50%
Workers report abusive treatment (verbal, physical, psychological, sexual)
- 50%
25% >
50%
Confidential grievance system is not provided
- 50%
25% >
50%
In Indonesia, we have implemented a pilot project
grievance committee, the experience of working with
in collaboration with a local NGO, Mitra Prembuan,
the NGO community, and the realities of trying to
specializing in women’s rights and protection. The
sort through complex human interactions in a culture
purpose of the pilot has been to explore how to
where harassment issues are not discussed in an open
tackle the issue of sexual harassment once discovered.
manner. As a result of their work in this area, a Nike
While the post-project study is not yet complete, it
contract factory was given a district award as the
has already taught us that even after intense training,
company providing the greatest boost to women’s
sexual harassment is still not an easily understood
empowerment in 2004.
concept and that training, by itself, is not sufficient
to address this problem. We believe confidential
grievance systems may be a more effective longterm solution because they allow workers the right
to communicate incidents of harassment and abuse,
and we have also concluded that our pilot effort, as
implemented, does not represent a scaleable solution.
Our Code Leadership Standards instruct factories to
institute a confidential grievance system – a practice
that has not existed broadly in the industry. We believe
our contract factories are beginning to understand
the grievance system standard, as demonstrated by
the growing number of factories with confidential
grievance processes in place. Our auditors found that
The sexual harassment grievance process has provided
two-thirds of the contract factories audited now have
some key insights for factories, including the value
such processes in place.
of managing issues through a worker-management
Worker Action
Our compliance team in China received phone calls from workers with complaints about conditions in factories.
Through these phone calls, we learned about practices that are contrary to our Code of Conduct. This led us to
discover the prevalence of double books or document falsification. While we did not track these calls in FY04,
we plan to track this information for future reports.
42
Hours of Work
cases the Nike standard is more stringent than local
Nike’s standard directs contract factories to limit
labor law. Our auditors are trained to focus on hours
the work week to 60 hours including overtime or
of work during the factory’s peak production period,
comply with local laws if more stringent. In some
to determine how the factory manages work hours
when it is busiest. In addition, our auditors bias their
In some cases, local authorities may contribute to the
sampling to focus on workers who are most likely to
problem by granting exemptions that provide a carte
be working overtime during the peak season such as
blanche for factories to run beyond statutory limits.
final assembly and packaging workers.
As buyers like Nike set and try to enforce hour limits,
Our studies indicate 10 or more triggers can lead to
some factories may hide their work practices by main-
excessive hours of work, with responsibility somewhat
taining two or even three sets of books. They do this
equally divided. Buyers can be late to confirm styles,
by coaching workers to mislead auditors about their
poor forecasting can drive orders up at the last minute,
work hours and by sending portions of production to
and order windows are often compressed to stay close
unauthorized contractors where we have no oversight.
to market trends. Factory managers may do a poor
job of production planning or accept orders from
multiple buyers well beyond their capacity to generate
more revenue and keep buyers happy. High turnover
rates may lead to low productivity, affecting productionplanning targets. The nature of the industry itself creates
overtime issues because seasonality drives peak
production in a short window of time, and late delivery
of materials delays the beginning of production runs.
Overtime itself is probably the most consistent
contributor to poor audit scores, because it can result
in non-compliance in other areas: improper wages
paid for overtime; switch hours that require workers
to adjust their work weeks and shifts without proper
notice, consultation, options or pay rates; harassment
of workers who refuse to work extra hours; and health
and safety issues tied to fatigue.
Overtime in China
Verité, an independent, nonprofit monitoring organization, reported in a 2004 study that excessive overtime –
defined as work hours that exceed legal limits or the 60 hours per week standard in most corporate codes of
conduct – is a widespread and persistent problem in the Chinese export industry. More than 93 percent of 142
Chinese factories audited by Verité for international brands during 2002 and 2003 employed excessive overtime.
To access the Verité report, please visit
http://www.verite.org/Excessive%20Overtime%20in%20Chinese%20Factories.pdf.
To the extent that we can put our orders in balance
In many footwear factories, Nike is the sole buyer. In
with the capacity of our factories, we believe that
some cases, we are the only buyer the factory has ever
we can play a role in reducing some of the pressures
had. Here, our relationship is strong, and our influence
that may lead to overtime abuse. It is important to
on management practices is comparatively enhanced.
note that this is only true for those factories where we
The same cannot be said of apparel and equipment
have a high percentage of the production capacity
factories, where our share of orders is lower, and
because we cannot control the order flow from other
violations of hours limits are more frequent.
buyers or monitor the acceptance of orders by our
contract factories.
43
WORKERS IN CONTRACT FACTORIES
Hours of Work
% of Audits with one or more
instance of non-compliance
Work hours exceed Nike standard
- 100%
50% >
100%
One day off in seven not provided
- 50%
25% >
50%
Work hours exceed legal limit
- 50%
25% >
50%
Overtime refusal results in penalty
- 25%
10% >
25%
Until now, we have not had a systematic approach
presence and M-Audits indicate those factories have
to address the issue of excess overtime beyond
largely met those standards in the years since.
monitoring compliance with our standard. We can
point to isolated examples when our production staff
Wages
leveraged their orders to drive factory improvement.
Wages and hours of work are inextricably linked. Some
For example, in Vietnam, starting in 1999, the Nike
general manager directed all five contract footwear
factories to prohibit Sunday work to help keep hours
of work within the country’s strict limits. When one
factory was found to have allowed some Sunday work,
the factory owner dismissed the manager. Our on-site
suggest that workers are compelled to seek longer
hours because their regular wages don’t meet their
basic needs. Others say workers want longer hours to
earn more money to save because these are often shortterm jobs. There is truth in both sides, and there are many
other factors. The issue of wages as a policy question
is addressed elsewhere in this report (see below).
Wages and Economic Development of Workers
Heated debates have raged about the level at which wages should be set for workers in apparel and
footwear factories. Some worker advocates suggest that a living wage should be paid; various mechanisms
are proposed for determining exactly what this wage would be in vastly different global regions. We do not
support this approach.
Our view is linked to the understanding that wages are set, in most cases, by markets, and that markets tend
to increase wages in those places where productivity is increasing. We look to ways of increasing productivity
over the long term.
If wages are to be set by non-market mechanisms, we believe they should be set by those with the power to
do so on a broad scale, including governments, industrial relations bodies (through collective bargaining) and
employers’ federations.
We monitor compliance with our Code of Conduct, which stipulates that workers in contract factories are paid
the wages due to them. In regions where underpayment of wages is chronic, this can result in significant earnings
growth in and of itself, particularly as it pertains to overtime wages.
44
We also focus on the matter of productivity. By this, we do not mean workers simply working harder. We are
instead referring to the capacity of an individual or a community to produce goods or services that are highly
valued in the open market. Our challenge is to provide opportunities for workers, mostly young women, to
develop this capacity, with a focus on long-term economic advancement and increased earning capabilities. We
would view it as a success if they could begin this track through their jobs in contract factories, which, for many,
are their first job in the industrial economy. We have approached this challenge through significant investments
in education and training. There is certainly room for innovation and improvement as we take these steps, and
we expect to continuously search for new opportunities and approaches that will advance the economic status
and quality of life of workers in our supply chain.
The impact of underpayment of workers, for reasons
Factory documentation of compensation practices
of inaccurate calculation or otherwise, is critical not
is another area where significant improvements are
only from a rights perspective but also because of
needed. Records, training and wage slip information
the subsequent impact it can have on other working
were all found to be frequently sub-par against
conditions, such as overtime, which is often sought to
our standards, which require workers to receive a
supplement inadequate wages.
printed record of their wages, with clear itemization,
Because wage laws, wage rates and recordkeeping systems vary widely by country and even
within countries, we look at wages from a number
of perspectives. Monitoring compliance is further
in their own language. Our standard also requires
that factories track hours worked with a timekeeping
system and that workers receive documented training
on how their compensation is determined.
complicated by conflicting rules of compensation often
There are at least three triggers causing incorrect
with regard to eligibility for bonuses and incentives
payments to be made: poor pay management
tied to individual and team productivity, allowances,
systems, outright manipulation and basic human error.
deductions, skill premiums and so forth.
Wages
% of Audits with one or more
instance of non-compliance
Overtime rate is less than legal or calculation is inaccurate
10% ->25%
25%
50%
Wage calculation is inaccurate
10% ->25%
25%
50%
Wage below legal minimum
25% >- 50%
50%
For the Nike compliance team, there is one question
In FY03 and FY04, incorrect wage calculation, for
our auditors seek to answer: Are all workers paid what
regular and overtime hours, was a common finding by
they were due for every hour worked? Our auditors
our M-Auditors. They also found a disturbing trend of
have found that this is frequently not the case.
non-compliance with minimum wage standards.
45
WORKERS IN CONTRACT FACTORIES
When we find payment below what is due to them,
child labor in the past 10 years has focused the
we direct the factory to pay back wages. Although we
world’s attention on this issue. And they have had
have not tracked this issue systematically across our
some impact. For Nike’s own audit process, the most
supply chain, in FY04 a pilot initiative in our North Asia
frequent non-compliance issues associated with child
region led to more than $720,000 returned to workers
labor was improper age documentation. Because
as back pay following the discovery of non-compliant
our age standards (18 for footwear, 16 for apparel and
compensation practices by our M-Audit team.
equipment, or local limits where they are more strict)
Sometimes the best learning and progress comes
when one factory can demonstrate a better practice
to another. Such a process occurred in Egypt, where,
tions, we find more issues of non-compliance with the
Nike standard than non-compliance with local law.
under the local labor law, a factory is allowed to
Audits of 569 factories in FY03 and FY04 revealed a
deduct wages when a worker does not perform
failure on the part of some factories to meet Nike’s
well, is tardy or otherwise does not meet the full
age documentation standards. When compared to
expectations of the contract. The Nike standard is that
non-compliance in other issues and perhaps public
wage deductions are not allowable, both to prevent
perception, our auditors found very few individual
management abuse that unfairly undercuts worker
issues in this category. The incidents were usually
earnings, and because there are ample other means to
the result of careless human resource management
manage people to better performance (or to manage
practice or, occasionally, falsification of age
chronic under-performance out of the factory). One
documentation by the worker.
Nike contractor had used fines as a management tool
for some time. A second factory approached performance in precisely the opposite manner – using incentives, including bonuses, to manage better behavior.
The Nike compliance team connected one factory
with the other, and over a period of time the bonus
approach has been implemented and fines eliminated.
Child Labor
Efforts by the international community, including
governments and international institutions, to eradicate
46
are often higher than international or local age conven-
Over the course of FY03 and FY04, we found five
workers who were hired below the local legal
minimum age standard. All were within a few months
of the legal limit when hired, and of those, several were
of legal age at the time of our audit.
While we will continue to work hard to discover and
prevent child labor from occurring, the low incidence
rate suggests that this is not a common practice within
our contract manufacturing base.
Age Standard
% of Audits with one or more
instance of non-compliance
Worker age verification is inconsistent or not well-documented
10% ->25%
25%
50%
Worker age below Nike standard
1% - 10%
25%
> 50%
Age below legal minimum
Less >than
25%
50%1%
Looking Forward
These are important lessons. They guide us in our
Fiscal Year 2004 has proven to be a crossroads for
thinking about how we address the next generation
us. Our monitoring systems have evolved to such
of compliance in FY05 and beyond.
an extent that we are now able to draw broad
conclusions about non-compliance in the apparel,
footwear and equipment industries.
• We will continue to do monitoring because of
the vital role it plays in feeding a grading system.
However, we will shift resources away from Nike-
We’re also able to more clearly see that monitoring is
led monitoring and towards business integration
a useful tool in two respects:
and multi-stakeholder collaboration on monitoring
• As a mechanism for the discovery of issues
and remediation.
• As a mechanism for driving business integration
and accountability, in our case through the
balanced scorecard
• We will actively, over the next years, focus on the
following priority issues:
– Freedom of association
What monitoring doesn’t do is act as a remediation
– Harassment, abuse and grievance procedures
tool in and of itself. It also doesn’t necessarily give a
– Payment of wages
methodologically fair assessment of performance over
– Hours of work
time, because good monitors continually refine and
– Environment, safety and health
deepen their discovery of issues on an ongoing basis.
• We will continue to drive efforts internally around
What we have learned through our work in FY04
the concept of a balanced scorecard, and seek to
is that being able to comprehensively identify
engage with business decision makers higher up in
progress is a challenge. It is not that progress is
the production chain as part of our efforts to offer
non-existent. We have good case studies that
incentives for factory performance.
demonstrate improvements, but we have not yet
identified an appropriate metric for tracking the
impacts of our interventions over time in a systematic,
methodologically sound way.
In the absence of rigorous systems that align
compliance performance with business performance,
rewarding or sanctioning factories remains a challenge
in a deeply competitive global environment.
Finally, and most importantly, we have concluded
that monitoring on a factory-by-factory basis will not
enable the great leap forward in working conditions
across our industry. This will only come through multistakeholder partnerships enabled by full transparency
of our industry supply chains.
• We will refine our ability to measure progress
and impact.
• We will engage in strategic multi-stakeholder
initiatives that support efforts to encourage
responsible competitiveness in the footwear,
apparel and equipment industries.
Specific Plans for FY05-FY06
In FY05 and FY06, we plan to tackle the following:
Capacity Building and Remediation
• We plan to begin a shift to greater factory
accountability, with factories trained to conduct
self-assessments and a gradual growth in overall
factory ownership of the compliance process.
47
WORKERS IN CONTRACT FACTORIES
• We plan to continue to explore scaleable solutions
to help our contract factories build more robust
length of time factories remain within the more critical
confidential grievance systems, and will continue
ratings categories.
with our training programs to build awareness about
harassment and abuse and worker-management
communications.
Business Integration and Nike Compliance Processes
• We plan to work with research teams from the Sloan
School of Management at the Massachusetts Institute
of Technology (MIT), and to examine a range of
questions around the business drivers and outcomes.
We hope to gain insights about the whole of the
business process, with the goal of helping both Nike
and contract factories better manage production
flows and the factories manage hours of work. In
addition, we are currently working with external
parties to look at some of these issues more deeply
in the areas of environment, safety and health.
• We plan to work with production managers to focus
their leverage and our compliance team’s assistance
on factory remediation to drive improvements
among D-rated factories.
• We plan to launch an internal task force to examine
• We plan to work closely with the business to
identify changes in the source base that might
lead to impacts on workers and, where we identify
those, consider activating the factory exit process.
Externally, we will continue to engage with
stakeholders through the MFA Forum and, where
appropriate, support local efforts to mitigate impacts
that might affect Nike contract workers.
Multi-Stakeholder Partnerships
• We plan to work with our industry counterparts to
encourage broader disclosure of supply chains, and
we plan to seek out and support effective coalitions
of companies, trade unions, NGOs, multi-lateral
agencies and governments to raise standards for
our supply chain and our industry.
• We plan to identify and participate in programs
designed to raise the overall performance in a
particular country’s footwear, apparel or equipment
industries. We support the type of programs
currently in development by the World Bank in
the entire business cycle as it relates to overtime.
a number of key Nike source countries, including
This will include exploring the links between the
Cambodia, Vietnam and Indonesia. We will continue
flow of orders and production capacity within those
to participate in the MFA Forum as part of our work
factories where we have greater leverage. It will also
around the impacts of this trade agreement.
seek to identify those issues that can be addressed
internally and those issues that are more effectively
addressed through industry collaboration and multistakeholder initiatives.
• We plan to continue to monitor compliance with
our wage standard and to explore mechanisms
to strengthen basic human resource management
practices among our contract factories.
48
• We plan to have more robust data documenting the
• We plan to look for broader-based coalitions to
address endemic issues within specific countries or
regions, such as working to facilitate parallel means
of representation in China.
E M P LOY E E S A N D D I V E R S I T Y
05
Two years ago, Nike set out on a five-year journey to make the company an Employer of Choice. We said
diversity could be a competitive advantage. We said we wanted to be recognized as one of the best places to
work. While we have received feedback from our employees that overall satisfaction levels are high, we also
know there are many areas where we can improve.
Scope
This section covers employee-related issues for those working in Nike, Inc. owned and operated facilities,
including subsidiaries where specified. Due to transitions in our global data collections systems for employees,
we have not reported data on our global employee base. Select data is provided on U.S. employees.
STRATEGY
The connection between diversity and business
a third party. The survey was designed to uncover
results is at the core of Nike’s global diversity strategy.
commonalities, as well as differences, within Nike’s
Our strategy focuses on diversity in the workforce,
global workforce.
workplace and marketplace. Nike employees believe
that diversity pumps creativity and innovation into our
brand, helps us recruit the most talented workers and
leaders, and brings us closer to our culturally attuned
consumers. While diversity means different things to
different cultures, there is a constant; a highly inclusive
company culture is one that is open and welcoming
to all, regardless of race, gender, ethnicity, sexual
orientation or physical capabilities.
The survey assessed employee attitudes
and perceptions, particularly related to the
following topics:
• Work environment
• Career advancement
• Diversity and inclusion
• Employee recommendations
We received 9,044 responses to the survey and
interviewed 75 current and former Nike leaders from
ISSUES AND IMPACTS
In FY04, Nike conducted a survey of its employees
globally to determine how Nike can more fully
capitalize on the talents of all employees. The
confidential Web- and paper-based survey was
translated into 10 languages and coordinated by
around the globe. The Web-based survey response
rate was 80.6 percent. The paper-based survey
response rate was 30.2 percent. The overall useable
survey response rate was 51 percent. The survey
was given to all employees except Nike Retail
and the subsidiaries.
49
EMPLOYEES AND DIVERSITY
Among the survey’s highlights were the following:
consisted of 10 to 12 members and was co-led by a
• Employees join Nike for opportunities and for
human resources leader and a leader from one of Nike’s
personal development and advancement.
• Our employees are impassioned and hard working.
They often do not seek to separate who they
business units. The work teams conducted external
research on best practices and recommended strategies to implement change to maximize workforce value.
are from what they do. Nike requires an intense
commitment from them, and they most often willingly
respond to this.
• Nike is a culture driven by relationships. Being
a team player emerged as the most important factor
for success.
• Nike’s systems and processes have not grown
sufficiently to support the needs of a global
company. Employees cited the lack of infrastructure
for people development systems as a barrier
to success.
• Employees often spoke about the increasing visibility
Nike’s corporate responsibility board committee is
responsible for providing oversight on policies and
activities related to the issue of diversity.
In FY04, we made significant changes in how we
manage for diversity.
• Our Office of Global Diversity, established in FY04
with a staff of four, is the catalyst for developing
fair and consistent diversity practices in all areas of
given to Nike’s current diversity efforts, but still feel
our business. It is responsible for global strategy
there is more to do.
and policy development; leadership coaching
• Employees have moved well beyond a compliance
and development; assessment and measurement;
model in conceptualizing the business case for
and communications and linking with other units in
diversity. They believe that leveraging Nike’s diverse
the business, including supplier diversity, staffing,
perspectives will lead to increased creativity
and innovation.
The survey indicated that most employees are
pleased to work for Nike, and that satisfaction and
enthusiasm are shared across groups of employees.
Still, Nike employees had recommendations for
changes, focused in these four areas:
• Management education
• Career development
• Flexibility/work life effectiveness
• Management accountability
The results of the employee survey were communicated to Nike employees throughout the world.
Staff members from the Office of Global Diversity
conducted more than 100 presentations in 16 countries.
50
BUSINESS INTEGRATION
corporate responsibility and community affairs.
• Our Global Diversity Executive Council, also
established in FY04 and co-chaired by Nike Brand
Presidents Mark Parker and Charlie Denson, provides
oversight and direction to the Office of Global
Diversity. The responsibilities of the 14-member
council include reviewing policies and strategies,
defining roles of leadership and their impact on
managing global diversity, articulating global
diversity agenda that everyone can understand
and get excited about, and driving accountability
throughout the organization.
• The Global Women’s Leadership Council was
established to promote and support the career
advancement of women within our organization;
it is focused on advocacy, building connections,
catalyzing action and measuring results. Advisory
Work teams were established to address the employee
teams, involving 155 men and women from across
recommendations from the survey. Each work team
Nike, were created to support the Council.
Nike has several programs and activities that support
and employees in the United States attended at
diversity throughout the company.
least one of our workshops. While participation in
these workshops is not mandatory, attendance rates
Diversity workshops
We offer several management training courses that
explore the value of, and strategies for, workplace
diversity. In FY04, more than 2,000 Nike managers
have been strong. Business units have requested
additional workshop sessions to accommodate
their employees.
Workshop Title
Workshop Description
Target Audience
The Potential
Is Yours
This workshop presents the basic concepts of workplace
Open to all U.S.
diversity. It emphasizes employee interaction and effective-
employees.
ness in three areas: personal, interpersonal and organizational.
Maximizing
Diversity
and Inclusion
This workshop is designed to increase awareness about
Open to all U.S.
diversity and inclusion in the workplace. It provides
managers.
managers with practical skills to manage a diverse workforce through interactive learning.
Diversity
Workshop
This workshop provides in-depth education and
Open to all senior-
awareness of the primary dimensions of diversity. It is
level managers.
formatted to emphasize group discussion and activity.
CompetencyBased
Selection
This workshop provides an understanding of the
Open to all managers
fundamentals of an employee selection process, how
and individual contributors
to design better interviews and make better decisions.
participating in the
selection process.
Managing to Win:
Fair and Legal
Employment
Practices
This workshop is designed to translate complex legal
Open to all U.S.
issues into information U.S. managers can use on an
managers.
everyday basis. Participants are taught how to apply fair
and legal employment practices in a broad range of
workplace situations through interactive learning.
Managing to
Win Refresher
This workshop provides a review of the principles of civil
Open to all U.S.
treatment and an update on Nike policy and legal trends.
managers.
Participants must have attended the Managing To Win: Fair
and Legal Employment Practices.
Corrective
Action
This workshop provides managers with the tools to redirect
Open to all managers.
substandard performance using a positive process with
the goal of achieving desired performance, not termination.
Playing Fair,
Harassment –
Zero Tolerance*
This workshop reinforces Nike’s policy of prohibiting
Open to all employees.
harassment, ways to prevent harassment and Nike
employees’ complaint process.
Let’s Talk About It: This workshop provides employees with information and
Nike’s Grievance resources to help resolve issues.
Process
Open to all employees.
51
EMPLOYEES AND DIVERSITY
Employee Networks
In the United States, six employee networks focus atten-
• The Americas and Asia Pacific held career networking
events for women in their regions.
tion on important communities within Nike. The intended
role of the networks is to foster professional develop-
EEO Data /Affirmative Action Plans
ment, enhance work performance, identify mentors,
In the United States, Nike leverages its affirmative action
assist in recruiting diverse professionals, develop
plans to develop action-oriented plans to improve our
increased community interaction, and encourage
effectiveness in attracting, retaining and promoting a
improved teamwork and interaction within and across
diverse workforce. In FY04, Nike successfully partnered
work groups. The six Nike networks are as follows:
with the Office of Federal Contractor Compliance
• African-American (established pre-1996)
Programs (OFCCP) to restructure, where applicable,
• Asia Pacific (established 1994)
the plans to align with our business functions or
• Disabled Employees & Friends (established 2000)
divisions. The Functional Affirmative Action Plans
• Gay, Lesbian, Bisexual, Transgender & Friends
provide a clear direction for Nike business leaders in
(established 1998)
their respective divisions.
• Latino & Friends (established 1993)
• Native American (established 1998)
Examples of network achievements in FY04 include:
youth leadership training; sponsorships of physical
activity programs for minority youth and community
members at Nike’s World Headquarter facilities;
regional and national speakers sharing personal and
minority community challenges and achievements;
and cultural heritage events.
Diversity Committees
• Memphis, Tennessee, Distribution Centers established
a Multi-Cultural Awareness Committee (M.A.C.) in 1998
• Wilsonville, Oregon, Distribution Center established
the Wilsonville Diversity Committee pre-1998
• USA Region Leadership Team began a diversity
steering committee
• USA Retail began a diversity steering committee with
representation from all levels within the organization
Regional Diversity Efforts
• Europe, Middle East and Africa region held its first
women’s symposium, began a diversity task force,
required that 50 percent of all candidates for leadership positions be women and implemented flextime
scheduling at Nike European Headquarters (EHQ).
52
Hiring, Promotion and Retention Data
Nike’s human resources (HR) information systems
posed limitations in our ability to capture and
report data on a global scale. A multi-year, global
HR information systems strategy is currently being
implemented, with the goal of project completion
in FY06. As part of the overall global HR strategy, a
work team will be established in FY05 to focus on
a Global HR Scorecard. In FY05 - FY06, the team will
work to define the purpose and goals, audience and
accountability, metrics, measurements and design,
ownership and maintenance processes. Global
consistency in reporting relevant key metrics is one
of the desired outcomes.
Supplier Diversity
Our supplier diversity program supports U.S. supply
purchases from minorities, women and physically
challenged business owners. Nike currently spends
approximately $1.9 billion annually on indirect goods
and services, of which $910 million is classified
as addressable spend (spend the procurement
department is able to influence). In FY04, Nike spent
approximately $33 million with minority or womenowned business enterprises (MWBE), or 3.7 percent
of our total addressable spend. The Supplier Diversity
Program has been running since 1998 and has taken
• Promote timely introduction of suitably qualified
great steps forward, however we will soon be in a
vendors within the bidding cycle and further ensure
position to drive significant change as we appoint
that we have a minimum representation of 25
a new Supplier Diversity Program manager. Once
percent MWBEs in each solicitation of bids that Nike’s
in place, the program manager will develop a
sourcing team distributes.
robust operational backbone in the program. Nike
works with several national and regional partners,
including the National Minority Supplier Diversity
• Work to convert 10-15 percent of the participating
MWBEs into live contracted vendors.
• Develop and deliver an internal training program
Council, the Abilities Fund and the Oregon Association
aimed at those buyers that are not currently
of Minority Entrepreneurs to help expand the
employed within the procurement department,
MWBE supplier base.
and promote inclusion of suitably qualified MWBE
Within the next 12 to 24 months we expect to see
significant progress in the area of supplier diversity.
The following are the main areas of focus for the
program manager:
• Develop a set of metrics that track and articulate
year-on-year growth for MWBE expenditure.
vendors within their bidding cycle.
• Include all details for new vendors correctly in
the master log; such detail will include but not
be limited to classification of MWBE status and
certification verification.
• Issue timely reports concerning the program and
expenditure that can be attributed toward it.
Compensation and Benefits
Our benefits rank among the 90th percentile in the United States when compared to our elite peers.
Benefits include performance sharing bonus plan; a profit-sharing plan; a discounted stock purchase program
that allows employees to purchase stock at a 15-percent discount; a multi-level health care plan; permanent
partner health (since 1994) and adoption benefits; supplemental disability and optional long-term care and
group life insurance; a retirement savings plan; and tuition assistance.
Fitness facilities and programs are provided at many locations, with drop-in day care at select facilities for
employees and family members.
The Employee Assistance Program (EAP) and LifeCare® provide counseling and referrals on a wide variety of
topics to help employees manage their lives and relationships.
Sabbaticals of five weeks are provided as a reward for employees who have worked for the company for 10
years. Employees are eligible for subsequent sabbaticals every five years thereafter.
Other benefits can include subsidized mass transit; Nike product at wholesale prices for employees and their
families; limited full-time pre-school and day care at our WHQ; alternative transportation incentives (monthly
and quarterly prizes for employees who walk, bus, run, ride, carpool or shuttle to work); and discounts with
business partners, local and national retailers, service providers and lending institutions.
53
EMPLOYEES AND DIVERSITY
PERFORMANCE
Diversity
Employees
The following chart reflects racial and gender
diversity at Nike.
U.S. Region
Male
Female
People
of Color
Employee
Count
6,239
5,731
4,532
Percentage
52%
48%
38%
27%
EMEA Region
Male
Female
Total
Employee
Count
2,851
3,189
6,040
Percentage
47%
53%
Nike Board of Directors and Management
Board
Members
#
%
Women
2
20%
Executives and
Senior Managers
#
%
93
Men
8
80%
257
73%
People of Color
1
10%
49
14%
Total
10
U.S. Breakdown by Gender/Race
350
*U.S. Information only
– People of color based on the U.S. Equal Employment
Opportunity Commission’s definition of minorities.
– This data represents active U.S. employees as of 5/31/04
(excluding subsidiaries).
• Data not currently available for all Nike employees globally
by gender.
• Data varies slightly from numbers reported in company profile
due to differences in data-tracking systems.
Trade Union Relationships
Nike employees at several locations are represented by independent trade unions. As is true of our Code of
Conduct for contract manufacturers, Nike supports the right of freedom of association and collective bargaining
within our owned and operated facilities. These include employees in Canada, Italy and Laakdal in Belgium. In
Europe we have a European Works Council, which has elected representatives from each of the National Works
Councils who may or may not be members of a trade union.
We do not keep information on the number of Nike employees who are members of unions.
During FY04, three different unions represented employees at Bauer Nike Hockey’s Canadian facilities
producing Bauer Nike Hockey equipment. Bauer Nike Hockey is a subsidiary of Nike, Inc. It is unique among
brands within Nike, Inc. because many of its products have been made in facilities owned by the company.
In FY04, Bauer Nike Hockey announced the closure of two facilities based in Canada. The Hespeler facility in
Cambridge had produced wood hockey sticks, and production was shifted to a different Canadian facility
making composite sticks. Employees at the new facility are not represented by a trade union. This production
shift resulted from the decline in market demand for wood sticks, although some wood sticks continue to be
manufactured for Bauer Nike Hockey by a group comprised of the former facility manager and a small number
of former employees using the former Hespeler facility.
The second facility to be closed was the Eastgate facility, which manufactured goalie protective equipment.
Much of this production was moved to another Canadian manufacturer whose employees are not represented
by a union. At a third facility, St. Jerome, production was reduced, also resulting in a loss of jobs.
54
The unions urged Bauer Nike Hockey to reconsider the closures, but to remain competitive in the hockey market,
Bauer could not change the decision.
The Hespeler facility was represented by the Industrial, Wood and Allied Workers of Canada (IWA), and Eastgate
was represented by the Glass, Molders, Pottery, Plastics & Allied Workers International Union (GMP). Plant
closure agreements were in place as part of the collective agreement (labor contract). The collective agreement
with the IWA, however, was open, and in negotiation we enhanced the severance payments. At our facility in
St. Jerome, provisions in the collective agreement regarding plant closure or layoffs provided for severance
benefits to employees with five or more years of service. Nike Bauer Hockey provided outplacement services
to its Eastgate and Hespeler employees in excess of what was required in the plant closure agreement.
The GMP has filed one grievance against Bauer Nike Hockey over the closure of the Eastgate facility; as of
December 2004, there was no resolution to that grievance.
Awards and Recognition
internal and external, need to judge our performance.
In 2002, 2003 and 2004, Nike achieved 100 percent
Over the next three years, Nike plans to develop and
ratings on the Human Rights Campaign’s Corporate
refine our goals, metrics, targets and accountability
Equality Index Survey (http://www.hrc.org).
measures around the following priority areas.
Nike was the 2004 U.S. Western Region Employer of
Choice by the Minority Corporate Counsel Association.
The award spotlights industry leaders who have a commitment to, and success at, creating and maintaining an
inclusive corporate legal department (http://www.
mcca.com).
Priorities were identified through employee feedback
provided through the employee survey (Management
Education; Career Development; Flexibility/Work Life
Effectiveness; Management Accountability), external
benchmarking and independent expert guidance.
Workforce and workplace diversity priorities include
the following:
Plans for FY05 and Beyond
• Representation of senior management
Nike has been active in its commitment to diversity for
• Organization and leadership development
many years, but like many aspects of our business, as
• Career development
we have grown and matured in recent years we have
• Introduce formal mentor program
realized the importance of putting formal structures
• Inclusion of diversity goals in all business plans
and systems in place. We are now building the infra-
• Management accountability for diversity goals
structure to tackle diversity, starting by understanding
• Improve effectiveness of recruitment strategies
our issues and impacts through employee surveys
• Expand work/life effectiveness programs
and external advice. An important part of knowing our
• Effective internal communications and transparency
impacts is having access to the data to assess this
question. By FY06, our goal is to have complete cover-
Marketplace diversity priorities include the following:
age of our global employee base through a uniform
• Supplier diversity
data collection system. This will allow us to finalize our
• Stakeholder engagement and partnership
strategy, identify appropriate metrics and set the targets
• ”Best of” lists
that we need to improve and that our stakeholders,
• Diversity goals
55
06
ENVIRONMENT
Like our efforts to improve conditions for workers in our contract factories, Nike’s Environmental Management
System continues to evolve. Our goals and data collection systems have been refined. Our strategy now focuses
on sustainable product innovation – linking the work to the products that drive Nike’s business. We continue
to find new partners, both within our supply chains and the public sector, because we view environmental
progress as a shared responsibility, particularly within our supply chain. We are pleased with this development.
We’re beginning to explore mechanisms for discussing these issues with consumers.
What has not changed is our long-standing commitment to reduce our environmental impacts and move in the
direction of sustainability.
STRATEGY
products are the core of our business. Our single
In our FY01 report, we articulated a set of long-term
unifying goal in FY04 and beyond is to create innova-
goals related to the environmental aspects of our
tive and sustainable products. With this integrated,
products, including zero toxics, zero waste and 100 per-
business-relevant approach, we ultimately will be able
cent closed loops. Over the last three years, we tested
to focus our efforts against the two long-term goals of
the relevance of those goals within the business and
waste and toxics elimination.
with external stakeholders, and reframed them based
on feedback and practical experience. In FY03, an
assessment of our impacts and activities, conducted
by The Natural Step, confirmed the following:
• Most impacts were upstream (manufacturing and
production) and downstream (end of product life) of
our owned operations.
• Existing goals and initiatives covered a wide range of
flows and impacts.
• There was limited integration and alignment of efforts
with key business owners and practitioners.
• The business case for action in many areas was unclear.
56
This goal of innovative and sustainable products has
applications beyond consumer products; it can guide
our operations and those of our suppliers, as environmental impacts occur at every stage in the life cycle of
Nike products. They begin when raw materials are first
cultivated, extracted and processed; continue when a
product is manufactured and distributed; and extend
to use, care and final disposal by consumers. Nike has
varying degrees of control and influence at these different stages which in turn affects our ability to address
effects. Product design is mostly under our direct control, as are distribution and some retail (see Company
This review led to us to give a higher priority and a
Profile section of the FY04 10-K). Materials supply,
renewed emphasis to sustainable products, because
manufacturing and transportation are contracted out.
AI
Build our corporate ability to use four key
sustainable material platforms:
I
N
S
ST
RO D U C T I
LE P
NN
OV
AT
O
U
B
NA
PRODUCT CREATION
• Organic: Organic is used to describe an agricultural
method in which crops are grown without the use of
synthetic chemical pesticides, fertilizers or defoliants.
CONSUMER
AND END
OF LIFE
WASTE & TOXICS
ELIMINATION
MATERIALS
Example: Organic cotton.
• Chemically Optimized: Materials determined to
contain a significantly lower amount of chemicals
deemed to be of concern based on Nike’s toxic
DELIVERY
MANUFACTURING
PROCESSES
chemical assessment. The assessment reaches
well beyond legal requirements for product
chemistry and seeks to promote the development
of environmentally preferred chemistry. Example:
Environmentally preferred rubber.
The key focus areas for managing environmental
impacts throughout the product life cycle are as follows:
• Regenerated: Reprocessed materials or products
that can be converted to new products. Example:
Closed loop materials.
Promote compliance with environmental standards
• Renewable: A (cultivated) plant-based raw material
set by others or by Nike.
resource that can be used to manufacture natural
• Continue to help ensure that our tool, the Restricted
or bio-based textile fibers and polymers. Example:
Substances List, is used and implemented across all
Polylactic acid (PLA).
our apparel, footwear and equipment products
• Continue to build the infrastructure for managing envi-
ronment, safety and health in our owned operations
• Complete our program to eliminate all remaining
greenhouse gases from our footwear
Packing and shipping
• Reduce the environmental footprint of packaging
and shipping of our products and bring efficiencies
to the business
• Reduce the use of water and improve wastewater
management standards across our supply base
• Commercialize affordable non-PVC alternatives for
screenprint inks, heat transfers and dimension welds
Eliminate waste and toxics across our
product lifecycle.
• Focus on solid waste elimination from
footwear manufacturing
• Continue to work on the reduction of CO2 emissions
across the business
• Build on efforts to eliminate volatile organic com-
pounds from footwear manufacturing and extend
lessons to other areas of product manufacturing
Waste as a business opportunity
• Implement innovative programs that turn waste into
a business opportunity. For example, Reuse-A-Shoe
IMPACTS AND ISSUES
In FY01, we reported on a number of areas we had
identified as significant, including PVC phase-out,
organic solvent elimination, organic cotton use and
SF6 phase-out. Since then, we have examined other
impacts we knew needed to be addressed more
systematically; these include our environmental
footprint for waste, water, energy and CO2 emissions
across Tier 1 (Nike operated facilities) and Tier 2
(contract factories) operations.
57
ENVIRONMENT
The charts below, based on 2002 collected data, show
R
1*
TI
waste, and energy for Tier 1 and Tier 2. They provide
E
the relative proportion of the footprint for water, solid
a snapshot in time and a starting place for prioritizing
and allocating resources. The Performance section
contains key performance indicators for those impacts
that we will measure and track over time.
2*
*
TIER 1
TI
ER
Solid Waste
TIER 1 27%
FOOTWEAR 58%
APPAREL 14%
EQUIPMENT 1%
Total: 67M kg Fiscal Year 2002
Engineering estimates were made of the proportion
of solid waste generated that was recycled.
TIE
R 2
Water Use
TIER 1 3%
EQUIPMENT 3%
APPAREL 20%
FOOTWEAR 74%
* 81% Tier 1 waste recycled
** 48% Tier 2 footwear waste recycled
Source: Data was collected through a representative survey of Tier 1
and Tier 2 operations. Engineering estimates were then used to scale
up the data to represent the full footprint.
Total: 17.6Mm3 Fiscal Year 2002
Ninety percent of water usage in Tier 2 (footwear
TIE
R 1
factories) is for domestic purposes (drinking and
sewage). Nike’s efforts with respect to apparel,
however, are focused on Tier 3 (material suppliers)
where most of the water-related impacts occur. For
more information, please refer to the water section of
this report. Note that most of footwear’s water-related
impacts will also occur in Tier 3 materials (leather
tanning /processing, synthetic leather).
Source: Data was collected through a representative survey of Tier 1
and Tier 2 operations. Engineering estimates were then used to scale
up the data to represent the full footprint.
TIER
2
Energy Use
TIER 1 9%
EQUIPMENT 2%
APPAREL 4%
FOOTWEAR 44%
LOGISTICS 41%
Total: 11K terajoules Fiscal Year 2002
Source: Data was collected through a representative survey of Tier 1
and Tier 2 operations. Engineering estimates were then used to scale
up the data to represent the full footprint.
58
To help us understand where we have the greatest impacts – and therefore where we need to focus our priorities –
the following matrix identifies all our initiatives and the related product life cycle aspects.
Life Cycle Matrix of Environmental Initiatives
Life Cycle Stage
INITIATIVE
COMPLIANCE
PRODUCT
CREATION
MATERIALS
MANUFACTURING
PROCESSES
DELIVERY
PACKAGING
& LOGISTICS
CONSUMER
END OF LIFE
CORPORATE
OPERATIONS
RESTRICTED SUBSTANCE
LIST PROGRAM
*
ESH PROGRAMS
SF6 & PFP PHASE-OUT
WATER QUALITY
WATER CONSERVATION
Focus Area
PVC PHASE-OUT
ELIMINATE WASTE
AND TOXICS
SOLID WASTE
ELIMINATION
CO 2 EMISSIONS
REDUCTION
HAZARDOUS WASTE
ELIMINATION
VOC REDUCTION
SUSTAINABLE
MATERIAL
PLATFORMS
ORGANIC COTTON
ENVIRONMENTALLY
PREFERABLE RUBBER
REGENERATED
CONTENT PROGRAM
RENEWABLE CONTENT
PROGRAM
PACKAGING
& SHIPPING
WASTE AS
A BUSINESS
OPPORTUNITY
PACKAGING
RECOVERED PRODUCT
IMPLEMENTED PROGRAM
*SEE LABOR
FUTURE OPPORTUNITY
(NOT MATERIAL): ASSESSED AS LOW IMPACT/
SIGNIFICANCE, WELL BEYOND OUR ABILITY TO
INFLUENCE TODAY, OR IMPACT DOES NOT ARISE
AT THIS STAGE OF THE LIFE CYCLE
59
ENVIRONMENT
Business Integration
Multi-Stakeholder Partnerships
Embedding sustainability teams within Nike’s product
As noted elsewhere in this section, we are increasingly
engines (apparel, footwear and equipment) is
working in partnership with others – our contract
fundamental to our strategy of pursuing sustainable
manufacturers, NGOs, governments, academic and
product innovation. These dedicated teams work with
scientific communities or other business community
colleagues to weave environmental programs into the
members. Our effort to build the organic cotton
heart of the business. Equally important is the sharing
industry is a good example of how important partner-
of best practices and knowledge across the different
ship approaches are to our ability to deliver against
product engine sustainability teams. A good example
our objectives. Without working collaboratively with
of this is our solid waste elimination program;
others to build the supply, we could not continuously
launched and tested in footwear, it is now helping
increase our use of organic cotton. Our environmental
us design a solid waste elimination plan within our
partners include the following:
apparel business.
World Wildlife Fund: Climate Savers Initiative
Demonstrating the added value of sustainable product
Under the Climate Savers agreement, Nike became
innovation to our business model and, ultimately, to the
the first footwear and apparel company to commit to
consumer, is crucial to our long-term success within this
an absolute CO2 reduction target, and is one of the
field. We have pockets of success, but must continue
eight companies that have joined the World Wildlife
to build the structure, competencies and new business
Fund’s (WWF’s) Climate Savers initiative. In the Climate
models if we’re to systematically weave sustainability
Savers initiative, WWF and the Center for Energy
into our product lines.
and Climate Solutions work with companies like IBM,
The reality is that today we are investing in sustainable
product without seeing the return on our investment.
Consumers may not yet understand sustainability as
Johnson & Johnson and Polaroid to develop practical,
cost-effective strategies that reduce CO2 emissions
and achieve energy efficiency goals.
a purchasing incentive, and we are not yet promoting
Business for Social Responsibility (BSR)
many of our efforts to consumers. If the investment in a
BSR Working Group: Clean Cargo
sustainable material drives up the price of the product,
The Clean Cargo Working Group is compromised
consumers may not be willing to pay for the difference.
of leading multinational manufacturers and retailers
One important way to drive down the cost of the
initial investment – in R&D, raw materials or production
(shippers) and carriers, formed in 2001 to promote
sustainable product transportation by sea and land.
costs – is to work with others. Partnerships can help
BSR Working Group: RSL
us take programs to scale where higher volumes can
This is a working group of apparel brands and
help us gain better prices for materials or services.
retailers focused on restricted substances. The intent
Partnerships can also help us create new markets, a
was to understand legislation and trends around
vital step for a strategy based in product innovation.
restricted substances as they apply to finished
apparel products. (Participants include Nike, Levi’s,
Gap, H&M, REI, LL Bean, Kellwood, Nordstrom,
Timberland and Patagonia. Group headed by BSR.)
60
BSR Working Group: Water
Metafore
A working group of apparel brands and retailers
The goal of the Metafore Paper Working group is to
focused on process wastewater issues at the vertical
develop a more predictable and affordable supply
factories, laundries and textile mills. The goal is to
of environmentally preferable paper through the
update current guidelines and develop strategies
development and adoption of a new paper scorecard
for implementation and monitoring.
that ranks the various issues through the paper supply
National Recycling Coalition (NRC)
NRC works with thousands of public, private and
nonprofit sector organizations across the nation to
maximize recycling. NRC members participating in
chain. Member companies include Starbucks, Time
Inc., Cenveo, Nike, Norm Thompson, Staples, Toyota,
Hewlett Packard, Bank of America, McDonalds
and FedEx-Kinkos.
the Reuse-A-Shoe program collect post-consumer
Organic Exchange
athletic shoes of any brand through various recycling
The Organic Exchange is a nonprofit business
programs, allowing them to divert a new and different
organization focused on facilitating the growth of a
material from the waste stream.
global organic cotton industry. The long-term goal of
Phylmar Working Group – RSL
This working group of apparel brands and retailers
focuses on restricted substance lists, education
tools and supplier communications as they apply to
the contents of final product. When possible, best
practices and tools will be shared within the working
group. (Participants include Nike, Levi’s, Adidas, Puma,
Gap, Marks & Spencer, C&A. Group headed by
Phylmar Consulting.)
Green Blue Sustainable Packaging Coalition
This working group of packaging and environmental
professionals, ranging along the value chain from
paper and resin manufacturers to consumer product
companies and retailers, provides a forum for
identifying opportunities for sustainable packaging.
Member companies include Biocorp, Cargill Dow,
Coca Cola Company, Design & Source Productions,
Dow Chemical, Dupont Soy Polymers, Environmental
Packaging International, Estee Lauder/Aveda, EvCo
Research, Johnson & Johnson, Kraft, MeadWestvaco,
Metabolix, Nike, Pepsi Co., Priority Metrics Group,
RSVP Packaging, Starbucks, Target and Unilever.
the Organic Exchange is to promote building a global
organic cotton industry that satisfies 10 percent of
the world’s demand for cotton fiber within the next 10
years. The Organic Exchange will do this by bringing
together companies in all parts of the organic cotton
value chain; providing a forum for identifying and
addressing barriers to industry growth; supporting the
development of information, business networks and
new business models, processes and metrics needed
to facilitate industry growth; and facilitating businessto-business transactions. A Nike representative serves
on the board of directors for the Organic Exchange.
Organic Trade Association
The OTA is a business association representing all
sectors of the organic industry in the United States,
Canada and Mexico. Its more than 1,200 members
include growers, certifiers, brokers, retailers, importers,
exporters and others. OTA’s mission is to encourage
global sustainability by promoting and protecting
the growth of diverse organic trade. A sector group,
the Organic Fiber Council (OFC), was formed in 1997
to address topics of interest to businesses within the
organic agricultural industries, including cotton, wool,
hemp and flax. A Nike representative serves on the
OFC steering committee.
61
ENVIRONMENT
Society of Organizational Learning (SoL)
supply chain, enabling the exploration of practical
Sustainability Consortium
approaches to implementing sustainable strategies.
This consortium of companies is committed to
Member companies include Alcoa, Armstrong,
accelerating the education needed to achieve a
ArvinMeritor, BASF, Black and Decker, Boeing, General
truly sustainable economy. The consortium utilizes
Motors, JohnsonDiversity, New York City Transit, Nike,
the disciplines of systems thinking and organizational
Rio Tinto Borax, SC Johnson, United Technologies, ABB
learning to explore and address the challenges
and Unilever.
of remaining profitable while nurturing the natural
systems and the communities in which we do business. Member companies include BP, Shell, Ford
Motor Company, Visteon, Harley Davidson, Green
Mountain Coffee Roasters, International Finance
Corporation (IFC), Nike, DTE Energy, Plug Power,
Pratt & Whitney-United Technologies Corporation,
PERFORMANCE
This section of the environmental overview is
organized under the five areas of focus in promoting
compliance with environmental standards outlined in
the Strategy section (page 56).
Schlumberger, Unilever and The Coca-Cola Company.
SoL: Corrugated Working Group
SoL is a working group of packaging and environmental professionals developing a map and matrix
of the current markets, flows of materials and potential sustainability issues for corrugated packaging
materials. This data will be utilized to develop
strategies and steps for improvement. Member
companies include Nike, Estee Lauder/Aveda, Harley
Davidson, Hewlett Packard and Unilever.
Restricted Substances Lists
Nike has implemented restricted substances lists (RSL)
for finished product, manufacturing (MRSL) and packaging (PRSL). The RSLs are global lists of substances
restricted or prohibited in Nike brand footwear, apparel
and equipment. We are working to ensure that
restricted substances are not used in Nike products.
The lists are predominantly based on the most stringent worldwide legislation, with an eye to legislation
SoL: Leather Working Group
trends and stakeholder concerns. The intent of the
A working group focused on developing an
RSL portfolio is to protect the consumer, the worker,
understanding of the sustainability issues within the
the environment and the brand, and ensure the safe
leather industry and generating solutions to more
importation of Nike product to any market in the world.
sustainable leather.
62
COMPLIANCE
The next phase of Nike’s chemical/product stewardship
Product Sustainability Round Table
will involve a broader look at toxics. This phase will
This is a consortium of companies that provides
take Nike above and beyond regulatory compliance;
members with opportunities to benchmark product-
it starts us on the path of improving our products by
related environmental programs; to keep informed
proactively targeting, removing or replacing chemicals
about emerging tools, practices and policy devel-
that, while not legislated as illegal, fit the scientific
opments; and to refine their understanding of the
definition of toxic. This is a long-term project that will
business benefits associated with sustainability. The
require us to work closely with the scientific community,
membership of each roundtable represents a broad
stakeholders, our supply chain and other wholesalers
spectrum of organizations throughout the industrial
and retailers. We’ve taken voluntary steps beyond
regulatory compliance in the past; what sets this apart
the use of SF6 in June 2003 and is currently pursuing
is that the approach is far more comprehensive.
a voluntary elimination of greenhouse gases in all its
pressurized cushioning footwear products. Today, the
Environment, Safety and Health in Our
majority of our footwear incorporating pressurized
Owned Facilities
cushioning contains nitrogen.
Nike seeks to protect and enhance the brand and the
company by being a global leader in environment,
safety and health (ESH) management. Linking the ESH
mission to the larger company mission is an important
step; it helps us see this less as a simple compliance
challenge and more as a means to add genuine value
to the company.
However, for a period of time and for a limited number
of high-performance models, technical challenges
require us to use perfluoropropane (PFP, or C3F8)
instead of nitrogen in order to meet the performance
demands of pressurized cushioning platforms. PFP has
nearly half of the climate impact of SF6, allowing us to
reduce greenhouse gas emissions while making the
In FY04, we restructured our programs for environ-
transition to nitrogen. Our global goal is to be able
mental safety and health, posting and filling two
to offer nitrogen solutions across the whole of our
positions focused on achieving excellence in the field.
product range by June 30, 2006.
Also in FY04, a third-party auditor (Aon Risk Services),
health audit scores over FY03.
We are building an infrastructure for driving and
improving performance, developing our capacity
to collect data and report on any progress we’re
making. In FY05, Nike globally began using a common
recordkeeping protocol we built the previous year.
Pressurized Cushioning
Nike first began incorporating pressurized cushioning
into athletic shoes in 1978 because of the superior
cushioning and impact shock protection they provide
athletes. In 1992, we learned that although the gas
used for pressurized cushioning, sulphur hexafluoride
(SF6), significantly improved the quality of our product,
Annual SF6 and C3F8 Emissions
Total Emissions: Tonnes CO2 Equivalent (1,000’s)
noted a 20 percent improvement in Nike’s safety and
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0
1995
1997
1999
2001
2003
Calendar Year
Notes: C3F8 is also known as PFP.
Assume all gas is emitted in the year it is filled into product.
Source: Calculation based on Nike purchase records.
Data relates to calendar year as required by the WWF Climate
Savers agreement. Refer to Section CO2 and Climate.
it was a greenhouse gas.
Water Quality and Conservation
After years of research and tens of millions of dollars
Protection of water resources is a pressing global
in capital and technology investments, we developed
priority. One-third of the world’s population lives in
an encapsulation technology and a benign gas,
countries suffering from moderate-to-high water stress.
nitrogen, that met our performance standards and did
Nike is addressing water-related effects because the
not contribute to global warming. Nike discontinued
use of water and the discharge of wastewater
63
ENVIRONMENT
from textile production facilities are the largest
Chart A
Apparel Tier 3 Compliance to Nike Global
Water Program*
environmental and community impacts in apparel
and textile production. Nike’s water program focuses
on wastewater generated at Tier 3 facilities that dye,
250
by cut and sew facilities to make our products. We
encourage the use of water-efficient production
methods and work with suppliers to bring their
wastewater into compliance with a set of global water
quality guidelines developed through a Business for
Social Responsibility (BSR) consortium. We direct our
suppliers to meet these standards or their local or
national laws, whichever are more stringent.
Number of Suppliers
finish, launder or produce the textile materials used
200
150
100
50
0
2001
2002
2003
2004
Fiscal Year
Chart A illustrates the increase in the number of
NOT COMPLIANT
suppliers participating in the program each year, as
FULL COMPLIANCE
well as improved compliance with Nike Apparel’s
Global Water Quality guidelines. Participation has
grown to include 280 suppliers in FY04, compared
to 40 suppliers when the guidelines were rolled out
in FY01. Of these 280 suppliers, 197 submitted the
self-reported data and lab test results of wastewater
needed to determine their compliance with the
program. A supplier is considered to be in compliance
if they are within 20 percent of the limits for each
parameter of BSR’s Discharge Limits, and comply with
all local/country discharge regulations.
PARTIAL COMPLIANCE
*Or local/national water quality standard, whichever is more stringent.
Partial compliance: Does not meet all parameters for local
wastewater discharge standards.
Full compliance: Meets all parameters for local wastewater
discharge standards.
Source: Wastewater samples submitted to Nike-approved
testing labs and reviewed by CH2M Hill.
In the area of water conservation, Nike is working with
textile suppliers to minimize the use of precious water
resources and promote better water management
practices in process operations. In FY04, we surveyed
the supply base to determine what conservation
methods were being used. The next phase will include
the development of best management practices
(BMPs) for water minimization and management and
the dissemination of the BMPs among textile suppliers
in over 25 countries.
Chart B illustrates the self-reported results of a
FY04 survey of 197 apparel suppliers regarding
implementation of water conservation methods.
64
Chart B
Chart C
Apparel Percentage of Suppliers Implementing
Water Efficiency Programs
Contract Footwear Factories Compliance
with Local Wastewater Standards*
100%
40
35
Number of Suppliers
80%
60%
40%
20%
0%
30
25
20
15
10
5
Water or
Any type
Installation of
of water
new equipment treated waste
conservation
water recycling
with lower
practices
liquid ratios
Improved
operations
throughout
the factory
Use of
improved
dyes
0
2003
Fiscal Year 2004
2004
Fiscal Year
Source: Vendor response to Nike Annual Water Quality Survey.
PARTIAL COMPLIANCE
FULL COMPLIANCE
*Represents 95% of production
Footwear
The most significant impact from water use in our
contracted footwear factories is on the use of water
for domestic purposes. Nike is tracking this water use
and directing our contract factories to meet local
wastewater discharge standards. In some cases, Nike
has required factories to install wastewater treatment
facilities where local capabilities did not exist.
Chart C illustrates the self-reported results for footwear
contract factories.
Partial compliance: Does not meet all parameters for local
wastewater discharge standards.
Full compliance: Meets all parameters for local wastewater
discharge standards.
Source: Data self-reported by factories.
The long-term goal of Nike’s footwear division is
to ensure that its supply chain meets water quality
guidelines, focusing first on Nike contract manufacturers
and on those materials that have a high probability of
negatively affecting water quality.
The long-term goal of Nike’s apparel division is to
ensure that its relevant Tier 2 and 3 suppliers meet
the Global Water Quality guidelines or their local or
national law, whichever is more stringent. In the next
fiscal year, Apparel will be developing a strategy
to further promote water conservation within its
supply chain.
65
ENVIRONMENT
Phasing out PVC from Nike Brand Products
dimension weld embellishments. Nike and our ink
Polyvinyl chloride (PVC), a material linked to a host of
suppliers and printers have spent five years working
environmental concerns, is everywhere in our industry
on ink and printing technologies that would meet our
and in many others. While PVC is not widely banned
performance and aesthetic requirements. Today, we
by legislation, Nike voluntarily chose to eliminate
have technically feasible replacements for most of our
the material from its products. Removing it from
basic inks, but the current price is substantially higher
our product lines has required great cooperation
than traditional PVC-based ink. We are now working
in our supply chain and discipline from our design
with ink suppliers and our supply base to determine
and production teams. We’re not 100 percent
how we can reduce this increase to a manageable
PVC-free, but have made significant progress. For the
level. In addition, with our current product data
few remaining product uses, performance and price
management system, we cannot track which ink
have been the primary obstacles in the development
systems are used by apparel factories. We will
of suitable PVC alternatives. Apparel still faces
evaluate our business processes in FY06 and develop
challenges with screen prints, heat transfers and
a strategy for creating a workable tracking method.
Apparel, Equipment and Footwear Percent of Styles Containing PVC
35%
33%
Percent of Styles
30%
25%
19%
20%
15%
10%
5%
5%
3%
4%
1%
0%
0%
1999
2000
2001
2%
2002
1%
1%
2003
0%
2%
0%
2004
Fiscal Year
APPAREL*
FOOTWEAR
EQUIPMENT FY04**
FY04 is the first year we began formally tracking PVC phase-out in equipment.
* Does not include screen print and heat transfer data for Apparel.
** Does not include Golf, Timing, Vision and Audio Equipment.
Source: Vendor self-reporting.
ELIMINATE WASTE AND TOXICS
Solid Waste Elimination: Focus on Footwear
66
The challenges of solid waste management are
Our first effort was to ban the use of on-site incinerators
numerous, especially within a contracted supply
(typically used in Asia), which are inefficient and
chain. In the mid 1990s, Nike Footwear began efforts
polluting; all incinerators have been removed from our
to develop reliable systems for managing the waste
contracted footwear factories. Working with factories, we
generated from our products’ manufacture.
have helped develop viable recycling infrastructures,
and have established waste management centers in
footwear experience to move toward our strategic
several countries. For example, rubber scrap waste,
waste elimination goal across all of our products.
previously managed as a fuel source in inefficient and
polluting incinerators, is now re-incorporated into our
CO2 and Climate1
outsoles or our Nike Grind licensing program (see
Because carbon dioxide (CO2) emissions contribute to
Recovered Product section).
climate change, we are working to reduce these and
other greenhouse gas emissions from our operations
We have streamlined data collection by using
environmental reporting software, which provides Nike
with an integrated process for collecting, recording
and monitoring factory solid waste management.
predictable weather patterns potentially could affect
consumer buying patterns, production locations,
product shipping and even the cost of insurance
coverage to facilities.
Footwear Product-Related Solid Waste
By the same token, if we’re smart about our climate
400
strategy, we also see that energy efficiency measures
350
can help reduce our costs. In a world where fossil
300
Grams/Pair
and those of our contractors. Changing and less
fuels become increasingly expensive, a transition to
250
200
more green energy source could put us ahead of the
150
predicted cost curve. Reaching future targets, once
100
they are formalized, may enable us to see revenue
50
generated from carbon trading and promote legal
compliance with regulations emerging in different
0
2000
2001
2002
2003
2004
parts of the world.
Fiscal Year
RECYCLED WASTE
DISPOSED WASTE
TOTAL GENERATED WASTE INCLUDING DISPOSED AND RECYCLED WASTES
Note: The breakdown between recycled and disposed waste
was not tracked until FY03.
Source: Factory monthly self-reporting.
We are now in position to establish clearer goals for
waste management for our contracted factories and
their suppliers. Because we better understand the
sources of waste generated from our designs, our
internal teams can focus on the gradual elimination of
waste. Footwear is currently developing a five-year
stretch reduction goal that will be further defined in FY05
with our design, innovation and manufacturing teams.
Though we face different challenges with our apparel
and equipment product solid waste, we will use our
Nike will continue to demonstrate its support for the
objective of the Kyoto Treaty – reducing humancreated emissions that contribute to climate change.
This strategy was articulated in a 2001 voluntary agreement defining Nike’s participation in the World Wildlife
Fund’s Climate Savers program. Through Climate
Savers, Nike committed to reduce the combined CO2
emissions from owned facilities and business travel
by 13 percent by 2005 from a 1998 baseline. We also
committed to create a baseline and define best
practices in contracted product manufacturing and
logistics services. The relative proportion of these
contracted operations is shown in the following chart.
1
All data for CO2 relates to calendar year rather than fiscal year; this is
required by the Climate Savers agreement.
67
ENVIRONMENT
We also voluntarily committed to a program and
We plan to continue working to meet the Climate
schedule to remove all greenhouse gases from
Savers goals that run through 2005. Nike’s footwear
products (see prior section, Pressurized Cushioning).
division plans to develop a strategy and reduction
By the end of calendar year 2003, we were still working
to meet the Climate Savers program goals. Since 1998,
owned operations facilities have grown by 96,000
m2
(8.5 percent); despite this growth, CO2 emissions have
targets by the end of CY05.
Chart A shows the relative proportion of the environmental footprint for CO2 for Tier 1 (owned operations)
and Tier 2 (contracted operations).
returned to 1998 levels through energy conservation
and green power purchases. Emissions from business
Chart A
travel are up 26 percent for the same period. Because
C02 Emissions Footprint
we cannot affect fuel conservation on commercial
TIE
air travel, we purchase offsets to reduce the impact
R 1
of a portion of our business travel. Offsets are CO2
reductions in projects outside of Nike (such as installing
energy efficient lighting or fuel efficient boilers in
public schools). Nike is committed to additional work
to address the Climate Savers program goals through
more action in all of these areas.
Contracted footwear manufacturing and product
transportation are the areas of greatest impact and
TIER
will be a growing focus of Nike’s CO2 reduction
activities. Our global logistics staff has created a CO2
model that calculates the emissions for every leg of
all international shipments of Nike product, from the
factory to the first distribution facility. As a member of
Business for Social Responsibility’s Clean Cargo Group,
we are collaborating with a dozen companies to
identify ways of reducing emissions from sea freight.
Nike has developed a system to identify and measure
energy use from contract footwear factories. More
than 50 percent of footwear production has been
measured to date, and was used to provide the
CO2 emission data in the chart below. The goal is to
develop a strategy around best practice, leading to
a reduction in greenhouse gas (GHG) emissions from
footwear manufacturing.
68
2
CO2 Emissions* Calendar Year 2003
FACILITIES 8%
BUSINESS TRAVEL 3%
FOOTWEAR
MANUFACTURING 58%
APPAREL
MANUFACTURING 5%
LOGISTICS 26%
*Excludes PFP
Total: 1.2M Tonnes CO2
This chart mirrors the areas included in Nike’s WWF Climate Savers
targets. Emissions for equipment manufacturing are not represented
because of their relatively small impact (two percent of the
footprint, see earlier section, Impacts and Issues) and the diversity of
manufacturing operations.
Source: Logistics – Emissions model developed by Nike and Univ.
of Delaware. Facilities – Utility bills. Business Travel – Tickets and
rental car report. Footwear – Facility self-reporting, scaled to
100% through engineering estimate. Apparel – 2002 Environmental
Footprint Survey.
For more information please visit our website at
http://www.nikeresponsibility.com/climate.
Chart B shows the relative proportion of total GHG
VOC Reduction
emissions footprint for Tier 1 (owned operations) and
Volatile organic compounds (VOCs) are solvents used
Tier 2 (contracted operations) when PFP is included.
in manufacturing inputs such as adhesives, primers and
Detail on the phase out of PFP is covered in an earlier
cleaning fluid. These chemicals have the potential to
section, Pressurized Cushioning. PFP is targeted for
be health hazards to factory workers and contribute to
complete phase-out by June 2006.
air pollution, particularly urban smog.
Since the early 1990s, we have focused on creating
Chart B
systems to collect solvent use data, monitor use and
Total Greenhouse Gas Emissions
look for water- and detergent-based alternatives to
solvent-based adhesives in footwear manufacturing.
1
By working with suppliers, contract factories and some
TIE
R
of our competitors, we have dramatically reduced
the amount of VOCs used to make our footwear.
This approach successfully reduced VOC use from
an average of 340 grams per pair of shoes in 1995 to
TI
ER
2
the current level of 16 grams. In some cases, sharing
new technologies has promoted safer environmental
practices as an industry standard. It should be noted
that this goal applies to about 98 percent of Nike
branded footwear. Two percent of our footwear is
GHG Emissions Footprint
Calendar Year 2003
FACILITIES 6%
FOOTWEAR 43%
LOGISTICS 20%
APPAREL 4%
EQUIPMENT 2%
BUSINESS TRAVEL 2%
manufactured in South America for local markets and,
owing to the relatively small volume, has not yet been
included in the program.
PFP (CO2 EQUIVALENT) 23%
Total: 1.6M Tonnes CO2 Equivalent
Note: PFP used in footwear is considered to be emitted from
Nike-owned facility. Footwear footprint represents footwear factory
energy use.
Source: Logistics – Emissions model developed by Nike and Univ. of
Delaware. Facilities – Utility bills. Business Travel – Tickets and rental
car report. Footwear – Facility self-reporting, scaled to 100% through
engineering estimate. Apparel and Equipment – 2002 Environmental
Footprint Survey. PFP – Calculation based on Nike purchase records.
69
ENVIRONMENT
Footwear Volatile Organic Carbon Solvent Usage
350
300
Grams/Pair
250
200
150
100
50
0
1995
1998
1999
2000
2001
2002
2003
2004
Fiscal Year
• Baseline in 1995 estimated from chemical usage records.
• 1995 goal to reach 90% reduction obtained in 2002.
Source: Self-reported data from contract factories.
Our efforts to date have focused on our contract
cotton supply from the current level of about 0.05
manufacturing operations; we are close to the limit
percent to 10 percent. The Organic Exchange’s three-
of reduction with current technologies. Our initial
year goal is to obtain brand commitments for organic
VOC elimination goal was set in 1995 at 90 percent
cotton usage that total one percent of the average
reduction. This was achieved in FY02. In the future, we
annual cotton production by the end of 2007.
will focus on design and innovation functions as an
opportunity for further reductions.
SUSTAINABLE MATERIAL PLATFORMS
Organic Cotton
In fall 1998, we set out to successfully integrate organic
cotton into our apparel products. Organic cotton
is made without synthetic pesticides, fertilizers and
defoliants. Because global supply didn’t exist in
sufficient quantity, we began working with farmers,
spinners and textile mills to build capacity.
The entire value chain (farm through retail) must be
engaged if organic cotton is to become mainstream.
Nike worked with approximately 50 leading companies
and organizations to form the Organic Exchange, an
NGO aiming to increase organics’ share of the global
70
Our apparel business used approximately 52 million
kilograms (115 million pounds) of cotton in FY04.
Twenty-two percent of our apparel cotton materials,
and 47 percent of our cotton garments, contained a
minimum of five percent organic cotton (more than
double the number containing organic cotton five
years ago).
In 2002, we introduced Nike Organics in our U.S.
women’s line, our first range of clothing made from
100 percent certified organic cotton. We followed it
with similar offerings in U.S. men’s, European women’s
and European kids’ categories.
For more information please visit our website at
http://www.nikeorganics.com.
Percentage of Total Cotton Garment Volume
Percentage of Global Cotton Garments Containing Organic Cotton
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
22%
27%
33%
36%
38%
47%
1999
2000
2001
2002
2003
2004
Fiscal Year
2010 Target 100%
Source: Nike Product Data Management System.
Nike’s goal is for all cotton materials to contain a
Our goal was simple enough: Eliminate as many of
minimum of five percent organic cotton by 2010,
these toxic chemicals as possible while still maintaining
equivalent to about 25 percent of the total current
performance, price and aesthetics. The research
organic cotton world production. We will continue to
performed to meet this goal fundamentally changes
seek opportunities to offer 100 percent organic cotton
some of the long-held technologies within rubber
products as supply, logistics and price allow.
production. The end result is that we have eliminated
approximately 96 percent of the identified chemicals
Environmentally Preferred Rubber
by weight in one of our highest-volume rubber
Rubber is an important performance material used
formulations. In our introductory trial season (Spring
in nearly all athletic footwear. Because our rubber
2004), approximately three percent of our models
formulations are usually mixed within our contracted
used the improved rubber formulation with no issues in
manufacturing facilities, and millions of pounds of
commercialization or performance.
synthetic chemical compounds are batched, mixed
and cured into our outsoles each year, we prioritized
the development of an environmentally preferred
rubber formulation. We started with our most
commonly used rubber formulation and identified
several synthetic compounds as chemicals of concern.
With this success, we project the use of the new rubber
formulation to increase to approximately 60 percent
of our models within the year. Our rubber advanced
research team is now focused on product chemistry
innovation in our remaining rubber formulations.
These targeted compounds included accelerators,
coupling agents, processing oils, fillers and other
ingredients – all ubiquitous in rubber production.
71
ENVIRONMENT
PACKAGING AND SHIPPING
terms. Nike footwear is developing a five-year stretch
reduction goal that will be further defined in FY05
Packaging, by its nature is destined to be waste.
with our design, innovation and manufacturing teams.
Nike apparel is developing a strategy to address both
Shoeboxes constitute the majority of Nike packaging.
packaging efficiency and reduction that will be further
Great efforts have been made to minimize the amount
defined in FY06.
of material used in the shoebox. Between 2003 and
2004 the final phase-in of a design change eliminated
a total of 16 percent of the cardboard from an already
WASTE AS A BUSINESS OPPORTUNITY
efficient corporate shoebox. In addition, most of the
Recovered Product
shoeboxes are made from 100 percent recycled
Footwear: Recovered Product
content and 80 percent post-consumer waste.
1,800,000
The table below shows the amount of consumer and
Packaging Volumes
250
Grams/Unit
200
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
150
2000
2001
2002
2003
2004
Fiscal Year
100
*Note: Pairs processed includes defective returns and postconsumer shoes. We have not collected the data in a
segregated manner.
Source: Reuse-A-Shoe Production Summary Report.
50
0
2003
Fiscal Year
2004
Nike is investing resources to significantly reduce the
FOOTWEAR OUTER CARTON
APPAREL: OTHER PAPER &
PLASTIC PACKAGING
environmental impacts at the end of product life.
DISTRIBUTION CENTER
OUTER CARTONS
APPAREL OUTER CARTON
Our Reuse-A-Shoe program collects worn-out shoes
EQUIPMENT OUTER CARTON
TOTAL FOOTWEAR BOXES
from consumers (any brand not containing metal)
Note: FY04 was the first year data was collected for
Equipment, Distribution Center and Apparel outer cartons
and other packaging.
Source: Distribution Centers – Purchase orders for repack materials.
Quantities ordered by factories from consolidated vendors.
We understand that there is a business opportunity to
better manage packaging. We will continue to define
and prioritize the potential packaging reduction
projects – in business terms and in environmental
72
1,600,000
Number of pairs processed
transport packaging used by Nike.
and defective shoes. The number of defective shoes
has decreased over the past few years, and shoes
donated by consumers have not yet made up the
difference (see chart above)*. To increase the number
of worn-out shoes collected, Nike partnered with the
National Recycling Coalition (NRC) in the United States
to expand shoe collection sites nationwide. Reuse-AShoe collection sites are now located within 15 miles
of the homes of 32 percent of the U.S. population.
The shoes are separated and ground into three
kilograms of contract manufacturing footwear scrap
components at our Wilsonville, Oregon facility. The
has been used by licensees.
resulting material is called Nike Grind, of which there
Nike uses the royalty monies from the licensees to
are three varieties – upper fabric, mid-sole foam and
help donate NikeGO sports surfaces to communities
out-sole rubber.
in need. Reuse-A-Shoe began in 1993, and since
Sports surface licensees use Nike Grind with other
then, Nike has helped donate more than 160 sports
materials to make sports surfaces for soccer, football,
surfaces. The program not only reduces environmental
baseball, basketball, tennis, running tracks and play-
impacts of waste, but also benefits young people in
grounds. Nike Grind material from up to 100,000 shoes
communities lacking adequate sports facilities.
has been used in a running track, and over 15 million
Reuse-A-Shoe is expanding globally. Australia’s
pairs have so far been processed for recycling. Even
program launched in 2003 and the United Kingdom’s
these numbers are a small fraction of Nike’s total
began in calendar year 2004. We are actively investi-
production. Nike has used the experience of recycling
gating additional uses for Nike Grind and developing
materials from worn-out shoes to help find better
the means to recycle other Nike products.
uses for manufacturing scrap. Almost three million
Nike Grind Sport Surface Donations
60
Number of Surfaces
50
40
30
20
10
0
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
Fiscal Year
OTHERS
COURTS
TRACK
FIELD
ANNIVERSARY PROJECT
Note: FY04 Anniversary Project included a donation of $2 million to the city of Portland to refurbish over
192,000 square feet of sports surfaces that include Nike Grind material.
Source: Surface Donation Project database.
For more information please go to http://www.nikereuseashoe.com.
73
07
COMMUNITY
With the term “community investments,” we refer to Nike’s philanthropic contributions. We’ve made these kinds
of contributions throughout the company’s existence. And increasingly, our employees are also making these
kinds of contributions.
In the early years of our company, we had a clear focus for our community investments – though we neither
deliberately chose the focus nor clearly articulated it. We supported athletes and sport. More specifically,
we supported athletes we respected and sports we liked. We also kept things fairly close to home. It was a
reasonable and fun approach for a small company.
For the better part of two decades, we were much broader in our support. We made contributions connected
to more groups, and did so on a global basis. Our approach has continued to evolve. As this section will show,
we’ve narrowed our focus, at least in terms of the kinds of issues we believe we can best address. And we’ve
begun to be more rigorous in assessing the value of the contributions we can make.
IMPACTS AND ISSUES
Right to Sport and Physical Activity
As a leading player in the sports world, we’ve spent
It is an issue with massive personal and cultural conse-
30 years gaining insights into the role of sport and
quences. As the following research has demonstrated:
physical activity in people’s lives. We’ve commissioned
• Inactive children are less likely to graduate from
research on the topic, and have relied on research
school, more likely to use drugs and more likely to
funded by others. The findings reinforce our own sense
develop an eating disorder.
of sport and physical activity and plays an essential
role in the overall development of young people into
into violent relationships, suffer depression, become
healthy, confident adults. It is vital to healthy self-esteem.
unwillingly pregnant or smoke. Yet girls drop out of
Yet across the globe, young people – particularly those
sport six times more often than boys.
excluded because of disability, poverty, race, religion
74
• Girls participating in sports are less likely to enter
• Fifty percent of overweight 6-year-olds and 80
or other social and economic factors – simply don’t
percent of overweight 12-year-olds will become
have access to good, safe, enriching physical activity.
obese adults.
What we’ve come to understand is that there are key
We believe that investing in human capital comple-
ingredients – access points – for young people to
ments our efforts to improve our fundamental business
improve their lives through physical activity.
practices. We have learned that the most effective
• Access to facilities that are safe, affordable and
accessible to all
• Access to inspiration such as coaches, mentors,
athletes and others who provide alternatives to
destructive behavior
way for us to affect human capital may be to address
the issues of poverty alleviation and gender equality,
specifically by investing in efforts that empower the
world’s most disadvantaged girls to improve their
well-being and participate more fully in life.
• Access to opportunity with clear pathways for
young people to pursue their passion for a sport in
STRATEGY
whichever way they want
Focus
• Access to continuity in sports and physical activity
programs that are ongoing and consistently funded
Across the globe, the challenges unfold in different
ways, often reflecting distinct economic and social
factors. In Asia and Latin America, a core issue is the
lack of access to the basic resources for sport and
physical activity: facilities, equipment and coaches.
Our focus is to work in partnership with others to
provide facilities. In the United States and many other
countries, the trend to youth inactivity has been rising
A lengthy assessment of our community investments
showed they were dispersed globally and by issue
area. We decided to become sharper in our focus,
and began assessing where we were having the
most impact, where our values were best reflected
and where our employees were most engaged. In
2002, we established two priorities for our community
investment programs worldwide. The following two
priorities guided our work in FY04 and will guide our
work into the future.
for a variety of reasons: school funding cuts, lack of
First, we work to increase the participation of young
physical education programs, shortage of sports and
people in physical activity, with a focus on the lifelong
play facilities, computers and the Internet, TV, and,
benefits it brings. We call this program NikeGO. We
occasionally, apathy.
seek out opportunities to leverage all significant Nike
resources, including athletes, products, cash grants, the
Globalization
power of our brand and employee passion in giving
A second issue that our community work will increas-
young people the opportunity to get active.
ingly aim to address is the challenge of globalization.
We have chosen to focus on the specific challenges
facing adolescent girls. The overwhelming majority of
workers in our supply chain are women, most of them
relatively young, and they live in cultures that have not
always been inclined to expand the rights of women.
Because of our supply chain’s geographic distribution,
some programs not specifically designed with gender
in mind, nonetheless offer disproportionate aid to
women. Our intent is to supplement those efforts.
Second, we invest in innovative solutions that address
the challenges of globalization, with a particular
emphasis on women and girls. This acknowledges
that Nike is often at or near the center of debates over
globalization, that women are key to progress in the
fight against poverty and inequity, and that women
hold a majority of jobs in our supply chain. In FY04, this
work was done through the Nike Foundation and the
corporation. Going forward, it will be done through
the Nike Foundation alone, the mission of which is to
75
COMMUNITY
contribute to poverty alleviation through improving the
(started in FY05) gives employees six days per year for
overall well-being of the world’s most disadvantaged
volunteer activities.
adolescent girls in the developing world.
Give Effectively
We think we can best contribute to communities
in at least three ways: by promoting employee
volunteerism and by giving cash and product. A fourth
way involves giving our corporate expertise – insights
into sport, marketing prowess, business modeling,
etc. Sometimes, this can help our nonprofit partners
There are interesting implications in following the
lead of employees. It can lead us to fund organizations
we might not otherwise support. If such a contribution
(directed by an employee) is taken out of context,
it could drag Nike into controversy. We accept this as
a possibility, and trust that, on the whole, encouraging
our employees to be active will lead to positive ends
for communities and for Nike.
better perform or deliver grassroots programs
more effectively.
Volunteerism and Matching Employee Donations
Approaches to employee volunteerism and donations
vary by global region, primarily for legal and taxation
reasons, as well as the scale of the organizations
involved. While there are established frameworks for
corporations to match employee charitable donations
in the United States, this is not the case in other
countries. We are nonetheless committed to actively
encouraging employees to be involved in the world
around them. Globally, Nike managers are encouraged
and actively support employee volunteerism.
If a U.S.-based employee contributes to a qualified
nonprofit organization, we match their contribution,
dollar-for-dollar, up to $5,000 per employee per
year. When a U.S.-based employee volunteers for a
qualified nonprofit organization, we donate $10 for
every qualifying hour of volunteer work. In FY04,
U.S. employees contributed 71,000 volunteer hours
and gave more than $2.5 million to hundreds of
charitable organizations.
In Europe, employee activism is encouraged through
our Sport4ACause Fund. When employees engage
in charitable sporting events, Nike matches the
funds they raise. In the UK, our EXTRA TIME program,
76
EXAMPLES OF OUR WORK
Sport and Physical Activity
In Shanghai, most open-air basketball courts are
located on school campuses where courts are locked
up after school and on weekends, and at the times
when young people most want to play. Since 1997,
we’ve worked with Shanghai city and education
officials to provide access to courts at five additional
schools each year – with a total of more than two
dozen playgrounds open as a direct result of Nike
spending. This step inspired others. And hundreds of
additional playgrounds are also open as a result of
changed attitudes.
In Europe, middle-income families tend to have
access to facilities and coaches while the poor and
the excluded frequently do not. We focus on these
excluded communities with programs that seek to
directly serve refugees, migrants, the disabled or
young people demonstrating behavioral problems.
Much of our work is also focused on efforts that
specifically aid girls from those communities.
The NikeGO Afterschool program, developed in
collaboration with SPARK (Sports, Play and Active
Recreation for Kids) focuses on those hours in the day
when many young people find trouble. Designed
for YMCAs, local parks and recreation centers, Boys
center in the community, Nike Village offers about 500
& Girls Clubs and others, Nike and SPARK provide
villagers, primarily women, the opportunity to return
training, custom curriculum and equipment to after-
to their homes and families from jobs once held in
school program staff. It’s fun, provides sport and
Bangkok. In addition to micro-loans, components
physical activity options in which young people
will include a mobile AIDS unit, environmental
are constantly moving and helps each person feel
reforestation to promote forest conservation, school
successful. Staff and coach training is critical to
lunch programs, mini-farms that produce high-quality
ensuring that participants stay active once they are
products using limited natural resources available,
engaged. In addition, NikeGO has partnered with
sports activities and facilities, and development and
Stanford University’s Positive Coaching Alliance to train
training programs for women. By shifting away from
coaches and parents to deliver enhanced coaching
the massive factories typical of our industry, we help
experiences to young people.
families stay whole.
Globalization, Women and Girls
Nike contributions have helped develop solutions to
Moving forward, the focus on globalization will be
absorbed into the Nike Foundation.
the challenges globalization brings to women and girls.
• From 1997 to 2004 in Southeast Asia, our support
of micro-loan programs has played a small but
direct role in diversifying the ranks of small business
owners. With the help of NGO partners, our funds
become small loans, typically a hundred dollars or
less, to individuals starting or growing a business. The
vast majority of loan recipients have been women,
who gain the flexibility to work at home. Since 1997,
we have invested more than $2 million in support of
micro-loans. With our support, nearly 15,000 largely
female borrowers in Vietnam, China, Indonesia and
Thailand have received loans. In many cases, the
loan recipients also benefit from training and
education provided by the NGO. For more informa-
BUSINESS INTEGRATION
Community investment programs are part of a
delicate balancing act in every corporation. They can
be integrated into the business in order to leverage
business expertise for community programs. But
when a community program is driven only by business
objectives, it can sometimes skew the outcomes
of a program. We’re clear: Community programs
should measure success in terms of the impact they
have on the ground and the difference we make.
Marketing objectives flow from the extent to which
we are successful on the ground. They’re an outcome,
not a driver.
tion on these partners, please visit our website at
At present, we have a community team based within
http://www.nikeresponsibility.com/community.
both the United States and the EMEA regions, with
• In Thailand, we work with a key supplier and an
a global community function carrying out both local
NGO to bring production jobs to rural areas. Most
(Oregon-based) activities and some global activity
Thai production jobs are based in major cities, and
in regions where we don’t have a strong community
young people must leave home to find work. We
team in place. Going forward, better integration into
recently renewed partnerships to expand the Nike
the regional business teams in the Asia-Pacific and
Village Development Project in Nakhon Ratchasima
Americas regions is needed. More regional ownership
province. Through the creation of a small stitching
of these programs is essential.
77
COMMUNITY
MULTI-STAKEHOLDER INITIATIVES
United Nations High Commission for
The majority of our community affairs programs are
Refugees (UNHCR)
carried out in partnership with NGO’s, and often with
Nike’s EMEA offices partnered with the UNHCR to
governments. That makes community affairs a hotbed of
pilot a sports program for young girls in refugee
learning for us around multi-stakeholder partnerships. In
camps in Kenya. The goal is to use sports to promote
working with the United Nations High Commission for
girls’ integration in education; sports can begin a
Refugees (UNHCR), the U.S. Surgeon General and Mercy
process of opening doors and building respect.
Corps, we’ve learned that each partnership is unique and
requires unique attention. We’ve learned that if we’re to
take best practices to scale, we must occasionally work
with our partners to engage in public policy advocacy.
National Head Start Association
Created in 1965, Head Start is the most successful,
longest-running, national school readiness program
in the United States. It provides comprehensive
In several global regions, we have advocated public
education, health, nutrition and parent involvement
policy changes, recognizing that solutions will be
services to low-income children and their families. More
complex, long-term and will require support from
than 21 million preschool-age children have benefited
all sectors of society. In the United States, Shaping
from Head Start. Nike is one of several organizations
America’s Youth (SAY) was co-founded by the Surgeon
that has been honored for its commitment to Head
General, Nike, the American Academy of Pediatrics and
Start and support of early childhood education. For
others; it is a national initiative devoted to promoting
the past six years, Nike has worked with Head Start
childhood sport and physical activity and healthy
on a state-of-the-art educational outreach program,
lifestyles. In Europe, we helped start the GO Network,
making Nike one of the largest corporate supporters
which brings practitioners together to create a
of the national school readiness program. Nike funded
common voice and to share best practices. Examples
$800,000 in FY04 as an investment in all communities.
of some of our external partnerships are as follows:
Youth Sport Trust
King Baudouin Foundation
Youth Sport Trust is a nonprofit organization that
The mission of the King Baudouin Foundation is to help
develops and implements quality physical education
improve living conditions for the population of Belgium
and sports programs for all children ages 18 months
and Europe. Nike funding provides support for sports
to 18 years. They believe that all children have the
programs that demonstrate the value of sport as a tool
right to experience and enjoy physical education and
for social cohesion and integration.
sports. In this spirit, Nike donated $410,000 in cash and
$360,000 in product throughout FY04.
Mercy Corps
78
Mercy Corps is an international organization that
Opportunity International
provides emergency relief, supports sustainable
Through Opportunity International in Indonesia, Nike’s
communities and promotes civil society initiatives in 76
micro-enterprise efforts have benefited approximately
countries. Since 1979, they have provided $710 million
11,500 borrowers. According to Opportunity
in assistance, attempting to alleviate suffering, poverty
International, Nike’s partner to help deliver micro-loans
and oppression by helping people build secure, pro-
to individuals near Jakarta, Indonesia, since 1998,
ductive and just communities. In FY04, Mercy Corps
Nike is one of the largest corporate funders of
received over $3.18 million in support from Nike.
micro-enterprise development programs in the world.
Population and Community Development
Bangladesh, for example, the Nike Foundation partners
Association (PDA)
with BRAC, one of the world’s largest and most
In Thailand, we support work by the PDA designed
respected NGOs; BRAC reaches 1,500 communities
to improve lives in rural areas. While more businesses
and provides approximately 45,000 girls with access
are relying on larger contract factories in already-
to safe places and economic opportunity. Also in
crowded cities, PDA is helping build networks of
Bangladesh, we are partnering in a $50-million,
smaller factories in rural areas, which means families
five-year World Bank ROSC (Reaching Out-of-School
stay united, and young people can stay at home and
Children) project to reach the hardest-to-reach
find meaningful work.
children, especially girls, in ultra poor communities. The
Positive Coaching Alliance
NikeGO creates and supports programs for inactive
kids and the people who can influence their behavior:
parents, teachers and coaches. The Positive Coaching
Alliance is a Stanford University program that trains
objective is to reduce the number of out-of-school
children by about half a million, through improved
access, quality and efficiency in primary education. In
Ethiopia, the Nike Foundation will be investing with
partners around issues surrounding child marriage.
coaches and parents to deliver enhanced coaching
For more information on the Nike Foundation, please
experiences to kids in sports, so they have fun and are
visit the website at http://www.nikefoundation.org.
more likely to stay in the sport.
The Nike Foundation
The Nike Foundation’s mission is to contribute to
poverty alleviation through improving the overall
well-being of the world’s most disadvantaged
adolescent girls in the developing world.
PERFORMANCE
A Commitment to Community: Nike’s
Three Percent Target
While community engagement has been a part of
Nike’s culture since the beginning, in 1999 we
formalized this commitment with a global target
The Nike Foundation partners with private founda-
for contributions to nonprofit organizations and
tions, governments, NGOs and other organizations
community partners. The target is three percent of the
to ensure policies, strategies and investments
preceding fiscal year’s pre-tax profits. These gifts are a
reflect the critical needs of adolescent girls living in
combination of cash, products and in-kind services.
the developing world including education, health,
economic opportunity, rights, voice and security.
Among the Foundations’s partners are the International
Center for Research on Women, the Population
Council, Mercy Corps, the World Bank and the United
Nations Foundation.
The work is focused in countries where the need is
greatest. In some cases, this coincides with areas
where we have a contract manufacturing presence. In
Data
Total Donations
(millions)
FY02
FY03
FY04
Cash
10.2
14.4
16.2
Product/In-kind
19.4
16.3
21.1
Total Donations
29.6
30.7
37.3
3.2%
3.0%
3.3%
As % of prior year’s
pretax profits
79
COMMUNITY
Employee Contributions and Company Match
Employee
contributions
Employee
hours
match
Total
company
Increase over
previous year
FY02
$1.8M
51,165
$2.2M
11%
FY03
$2.3M
67,212
$3.0M
38%
FY04
$2.5M
71,017
$3.1M
6%
Total giving by type
PRODUCT 63%
IN-KIND 3%
2004
2003
2002
CASH 34%
PRODUCT 50%
IN-KIND 3%
CASH 47%
PRODUCT 54%
IN-KIND 3%
CASH 43%
Geographic distribution of giving
2002
2003
INTERNATIONAL 38%
INTERNATIONAL 39%
INTERNATIONAL 39%
USA 62%
USA 61%
USA 61%
Fiscal Year
80
2004
Assessing Impact
In the United States, NikeGO has relied on experts
Beyond tracking measures of activity, we have been
from the Centers for Disease Control and Prevention
exploring various methods of assessing the impact
to evaluate the impact of our programs. In Europe,
of our community investments and their success in
Citizenship CSR Consultancy has conducted an exten-
achieving stated objectives. In many cases, Nike relies
sive evaluation of our programs. We plan to continue
on third-party experts to conduct these assessments.
to expand these types of assessments in the future.
THIRD PARTY EVALUATION OF NIKE COMMUNITY AFFAIRS PROGRAM IN EMEA
Citizenship CSR Consultancy was hired by Nike in 2003 to conduct a third-party assessment of the impact of
its EMEA program.
Program Objectives
The stated aim of Nike’s community program in EMEA is to support projects that use sports as a catalyst for
social inclusion, especially among young people. This is an ambitious goal, since social inclusion depends
on people developing life skills as well as job skills, and having positive attitudes, good behavior and work
opportunities. It is only when we start to assess all these factors that we can judge the real impact on the lives
of young people.
Methodology
Our aim was to go beyond simply reviewing the resources invested and to assess real social impact. We found
this was best measured by the participants themselves saying how they felt better or different, and by third
parties saying how they saw changes taking place in people they knew.
A snapshot of activities and impact
• Projects in seven countries with diverse social settings
• Ninety-five different community initiatives
• Contributions from 1,500 to 400,000 Euros per project
• Projects managed through foundations with community partners and via volunteering
• Fifteen thousand disadvantaged individuals touched through over 1,500 sports or sports-related sessions
Nike’s projects included helping get young people into employment or full-time education in Belgium; touched
over 2,200 disadvantaged young people in the Netherlands and significantly affected about 75 percent of them
in terms of social integration; worked with kindergarten and disabled people in Germany; promoted large
projects for primary school children and girls in sports in the UK; assisted people with disabilities in Spain; and
led a range of sporting initiatives for disadvantaged young people in South Africa. At the time of the review, the
program in France was still under construction.
81
Conclusions
The program responded well to Nike’s objectives:
• Nike’s sports and sports-related projects were clearly effective in reaching disadvantaged groups, and often
gained sustained levels of participation even among disaffected youngsters.
• Project assessments showed many examples of real social impact, with demonstrable results in terms of life
skills, socialization and self-esteem.
At the same time, the program had flaws:
• Many of these assessments could be greatly strengthened by clearer objective-setting and a focus on
tracking outcomes.
• There was also a case for reviewing the rather wide diversity of project sizes, national focus topics and project
management mechanisms.
Finally, Nike’s work suggested some lessons for others:
• The program’s results give real backing for the value of sports in reaching disadvantaged groups.
• This may have special merit among young people, for whom sports are cool and can bridge divides of culture,
language, race and color.
Source: Nike’s Community Investment Impact, 2002-2003, Citizenship CSR Consultancy, Stephen Serpell, Director, Citizenship CSR
Consultancy, UK
For more information on Nike’s work in this area, you can download our FY04 community development report at
http://www.nikeresponsibility.com/reports.
82
08
PUBLIC POLICY
ENGAGING WITH GOVERNMENTS
Nike has government affairs offices in Washington,
concerned about the influence of 527 committees,
D.C., Beaverton, Brussels, Beijing, Singapore and
which fund issue advocacy campaigns but are often
elsewhere because we recognize that government
very clearly supportive of specific candidates. In part,
action, particularly on trade matters, can significantly
our opposition to these contributions has always been
influence the success of a global business. The
a practical one, indicative of our approach to politics
12-person staff leverages its size by working closely
and government in general: The lack of transparency
and collaboratively with other Nike departments.
made it difficult to know how the money was spent
Whatever access we have to political figures is based
on a combination of factors some of which may be
unique to Nike. These factors include the strength of
our brand, the number of jobs we represent in a given
region, and our ongoing efforts to build relationships
on a bipartisan basis with a broad coalition of
parliamentarians, senators, representatives, mayors,
ministers, ambassadors and other national and local
public officials.
In the United States, Nike’s federal Political
Action Committee (PAC) contributions amount to
approximately $50,000 annually (full disclosure
on contributions by the PAC, or Nike executives is
available at http://ww.fec.gov). In 2003 and 2004,
as in previous years, these funds were divided
among members of both major political parties in
both Houses of Congress who reflect our corporate
values and business goals. We have been strong,
public supporters of campaign finance reform in the
United States; we never participated in soft money
contributions when they were legal, and we are now
and on whom. Outside the United States it is our policy
not to make campaign contributions.
Approach to Political Outreach
Our approach to engagement with government and
public policy makers is based on nonpartisanship,
transparency and pragmatism. We tend not to use
external consultants to represent us (we are the
best advocates of our own business interests), and
whenever possible lean towards participating
in broad coalitions.
The policy landscape is constantly evolving, and our
team across the globe may be engaged on issues
related to international trade and customs, environment, tax, corporate responsibility, physical fitness,
e-commerce and intellectual property protection.
When deciding on issues, we try to consult a wide
range of stakeholders, both internal and external. We
focus on issues that are directly related to our business.
We try to marshal our resources, taking positions
strategically so we have impact once we speak out.
83
PUBLIC POLICY
Two environmental issues from 2003 -2004 helped
Stands on Key Issues
provide insight into how we make these choices. One
Among our key CR positions in FY03 and FY04 are
involved working with members of Congress and
the following:
other outdoor apparel companies to urge the U.S.
Permanent Partner benefits. In the United States, we
administration not to abandon the rule prohibiting
actively promoted legislation to end discrimination
roads from being built in currently protected forests.
on the basis of sexual orientation. We also supported
The other involved legislation to prohibit oil drilling
a measure to end the taxation of health benefits
in the Artic National Wildlife Refuge (ANWR), in order
that some employers, including Nike, provide to the
to protect wildlife. The two measures were met with
partners of employees who are involved in same-
similar arguments: One side said the issue was about
sex relationships (these benefits are not taxed when
protecting pristine wilderness lands, and the other said
granted to married couples). These issues directly
it was about protecting jobs and wisely using scarce
affect our employee base, and are integral to Nike’s
natural resources.
commitment to improved workplace diversity.
Because the Roadless Rule could have an impact on
Trade support to less developed nations. With the
the quality of wilderness areas in the lower 48 states,
expiration of the Multi-Fiber Arrangement (MFA) on
it is conceivable that it could enable more ACG (Nike’s
January 1, 2005, we will actively support legislation
All Conditions Gear) customers to use our gear in
and regulation in the European Union, the United
those places. Many areas affected by the rule would
States and elsewhere that promote preferential or
actually be in our own backyard in Oregon. We also
duty-free market access for apparel exports from
believe that supporting the Roadless Rule would
developing countries that are expected to be
enhance our relationships with outdoor retailers in the
hardest-hit such as Bangladesh, Cambodia, Vietnam
American West – a group that was important to our
and others. We believe such legislation and regulation
growing ACG business and with whom we wanted to
will help preserve critical industries and jobs in these
develop closer relationships. We ultimately supported
low-income countries.
the Roadless Rule, joining in with a coalition of western
outdoor retailers.
Youth activity and sports participation. We are
currently working in several regions with government,
We did not take a position on the ANWR measure, as
industry, academic experts and other stakeholders
we determined that it was not related to our business.
to develop and implement policies that encourage
It was highly unlikely that our products would be
sports participation as a tool to tackle issues such as
used there, and there was no sense of an appropriate
social integration and physical inactivity.
coalition for Nike to join.
China and world trade. We continue to support China’s
membership in world trading bodies and regimes,
stressing that full U.S. engagement with China and
Chinese participation in global forums are the best
means of achieving positive reforms within China.
84
Vietnam and world trade. We support continued
• American Chamber of Commerce, European Union
trade status with Vietnam and will work to support
• Beaverton Chamber of Commerce
granting Vietnam membership in the World Trade
• British Sports and Allied Industries Federation
Organization (WTO), bringing them into the same set
• Business for Social Responsibility
of rules as other nations.
• Council on Foreign Relations Corporate Program
Title IX. In the United States, through advertising
and public policy advocacy, Nike has been a strong
supporter of Title IX of the 1972 Education Act
Amendments, which changed the face of collegiate
academics and athletics. Popularly called Title IX,
this law opened the door for women to pursue
professional career paths and become full-fledged
college athletes after decades of roadblocks that
included gender bias and discrimination, arcane
quotas and limited or non-existent collegiate
athletic opportunities.
Membership in Business Associations
In addition to our own political outreach, we belong
to multiple associations that play active roles in
policy making. While we do not always agree with
the positions taken by these organizations, we are
• European American Industry Council
• European Policy Centre
• Federation of European Sporting Goods Industry
• Footwear Distributors and Retailers of America
• Geneva Business Round Table
• National Industrial Transportation League
• Oregon Business Association
• Oregon Business Council
• Portland Business Alliance
• Retail Industry Leaders Association
• Sporting Goods Manufacturers Association
• U.S. Chamber of Commerce
• U.S. Council for International Business
• U.S.-ASEAN Business Council
• U.S.-Vietnam Trade Council
• Waterfront Coalition (Washington, DC)
• World Federation of Sporting Goods Industries
members nonetheless because the organizations
often provide important business benefits and opportunities for dialogue. Some of these organizations
include the following:
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09
CHALLENGES AND
OPPORTUNITIES
Corporate responsibility can be a radar for the future, preparing us ahead of time for legislation, consumer
expectations and challenge. At the same time, it helps us uncover new ways of doing business – ways that
connect us to new and different consumers, reduce our costs, fuel innovation and creativity within the company,
and generate intangible and tangible assets.
Identifying challenges is the key to unlocking the potential of corporate responsibility. The nature of challenges
is that we don’t quite know what will happen. This gives us the opportunity to envision new possibilities. With
creativity and help, these business challenges can be turned into business opportunities.
Engaging with stakeholders has helped us identify a large set of challenges and dilemmas. We outline some of
them here, with a focus on those that clearly represent both challenge and opportunity. We’ll continue to seek
help in wrestling with them.
China
180,000 workers. Our sales presence in China is grow-
China presents Nike with a myriad of challenges.
ing as well. Since 2003, sales of Nike product in China
We see ways to bring opportunity to workers there,
have grown at an annual rate of more than 50 percent.
but we also know that local laws and customs
often make it difficult for us to accurately gauge
conditions in factories. Rapid growth is having a
significant impact on the country’s environment, yet
it may take economic growth to fund the country’s
environmental initiatives.
the issue of freedom of association is an obvious
challenge: Chinese law prohibits independent labor
organizing. One view suggests companies should not
bring business to China until freedom of association
is granted to its workers. We believe that a policy of
The tension in these challenges is heightened by the
direct engagement and openness is the best path
scale. We produce more goods in China than in any
to reform in China.
other country. In FY04, 36 percent of Nike footwear
was manufactured in China in more than 17 contract
factories. An additional 96 contract factories make
apparel and equipment products for Nike. Our manufacturing needs result in the employment of more than
86
Upholding our Code of Conduct with respect to
We have the beginnings of an approach based on
engagement and facilitating opportunities for parallel
means of independent representation for workers in
our contract factories. This reflects a commitment to
collaboration with local partners. Chinese stakeholders,
China’s explosive growth into an industrialized
including the government, are increasingly aware of
economy presents environmental challenges of a
social compliance issues and their impact on business
staggering scale. A World Bank study says 16 of the
relationships, and they are beginning to wrestle with
20 most polluted cities in the world are in China, and
these notions. Knowledge that supports worker rights
millions of its people drink contaminated water. The
is slowly being developed.
consequences of environmental issues in China directly
Beyond the issue of freedom of association, there are
other obstacles to protecting worker rights in China.
• A pervasive lack of clarity over what constitutes law
complicates monitoring efforts. Among the factors
contributing to this are inconsistencies between
national and local laws.
• Falsification of information by factories often related
to wages and hours of work is common. This extends
to the practice of coaching of workers by factory
managers trying to deceive compliance auditors.
• The massive, temporary migration of workers driven
from the rural areas into China’s largest cities in
search of employment has several effects, including
putting workers in a vulnerable position because
affect our suppliers: Electricity shortages are forcing
many contract factories to build their own generators;
and in some places, the burden of treating waste has
shifted to the private sector as opposed to something
managed by the government and paid through taxes.
Importantly, environmental issues are gaining
increased attention from the government and from
an emerging local NGO sector. Our challenge, and
our opportunity, is to understand how we can reduce
environmental impacts in our Chinese supply chain
and, in doing so, promote sustainable approaches
to business. Because the government of China is
increasingly interested in addressing this issue, the
opportunities for innovation in this context are growing.
their jobs and access to social services depend on
Our most important steps in China may involve
their employers applying for permits on their behalf.
building partnerships. The complexity, severity and
The Department of Labor of Guangdong Province,
depth of the issues demand multiple voices and
the premier export manufacturing region in China,
perspectives; strong partnerships may give them
estimates that there are over 26 million migrant
greater volume and visibility. The NGO tradition is
workers in the region.
largely absent and will take time to evolve, as will the
We have seen labor successes in China. For example,
one Nike contract supplier has made important progress in aiding workers. They built affordable housing
and made it possible for some workers to buy homes
and gain local permanent resident status, with the
benefits of schooling and medical care that come with
local citizenship. They reduced the number of work
hours while still increasing productivity, and installed
a grievance system that allows workers to bring complaints to management. The company provides nighttime access to high school and college educations.
practice of transparency. Our intent is to engage more
often with local NGOs.
Multi-Fiber Arrangement
In February 2004, Nike hosted its first global
stakeholder forum to receive feedback on emerging
corporate responsibility challenges. One of the
issues discussed at the forum was the potential
impact of the upcoming phase-out of quota in the
textile and apparel industries under the World Trade
Organization’s Multi-Fiber Arrangement (MFA).
87
CHALLENGES AND OPPORTUNITIES
The international Multi-Fiber Arrangement, also
While we are working to gain a better understanding
known as the Agreement on Textiles and Clothing, has
of what, if any, shifts are likely to occur within our
regulated the flow of textiles to the United States and
source base, our current strategy is not to make
Europe for more than a decade. Its quota system gave
significant changes. We believe other trade barriers
many developing countries protection from global
may be instituted to affect export flows. Our overall
competition and, therefore, indirect support for their
strategy is based on moving toward a more efficient
domestic textile industries. Because the MFA was
sourcing base by expanding relationships with key
phased out at the end of calendar year 2004, many
manufacturers, some of which happen to be located in
textile producers in these developing countries must
the countries identified as most vulnerable under the
now compete in a quota-free environment.
changed trade regime.
In the long term, we believe the MFA phase-out is
Nonetheless, the constellation of manufacturing is likely
positive. For too long, production managers in our
to change around us, regardless of what actions we
industry have spent time “chasing quota,” or placing
take within our own supply chain. This is an issue that
and managing orders with new factories because
is beyond the scope of one company to address.
other factories or other countries have already hit their
Industry consolidation seems inevitable, although the
quotas. This has contributed to the prevalence of short-
time frame is unknown. To help us better understand
term relationships between buyers and manufacturers
the trends and impacts of quota elimination and,
across the industry. Short-term relationships are not
more importantly, to identify strategies to mitigate
always compatible with best practices on CR.
the impacts, we are participating in the MFA Forum
In the short and medium term, MFA phase-out may
have negative consequences for some key textile
and garment-producing countries, many of which
have factories producing for Nike. The countries that
are most vulnerable have been highly dependent
on the textile and apparel sector for foreign currency
generation, employment or tax revenues from foreign
investments. Many of these countries have not built
competitive textiles industries that are able to
compete in a quota-free environment, and they lack
the funds to invest in other industries or infrastructures
convened by AccountAbility, a UK-based nonprofit
organization. This group emerged from discussions
held by a group of individuals at our 2004 stakeholder
forum. We are also participating in discussions in
several regions to explore mechanisms to protect
workers who may lose their jobs as a result of
the changing quota regime, or to enhance the
competitiveness of vulnerable industries. We don’t yet
know what the exact impacts will be, but we do know
that we can have far greater influence on them if we
engage on this issue and do so collaboratively.
that might enhance their competitiveness.
For more information about the MFA Forum, see the
Consequently, their workers may sink deeper into
Workers in Contract Factories section.
poverty. Other countries will gain textile jobs because
they are better positioned to compete without quotas;
Bringing CR to Our Subsidiaries
the presumption by many is that China and India will
Readers will note that nearly all of this report applies
be big winners.
only to products made under the Nike and Jordan
brands. We have a growing portfolio of brands as
88
outlined in the Company Profile section of this report.
achieve greater levels of consultation, including with
Today, these other brands make up 11 percent of our
our keenest critics – many of whom we engage often
sales revenue – a percentage that is likely to grow in
around specific incidents, usually around discoveries
years to come.
of non-compliance by our contract factories. Going
We have not yet developed a corporate responsibility
program for our growing portfolio of brands that
would cover the full set of areas addressed within
the Nike brand, including supply chain compliance,
sustainable product, community investment, human
resource management and diversity. We have taken
initial steps to supplement work that existed prior
to our acquisition of these companies, including
the preliminary integration of Cole Haan, Bauer
Nike Hockey and Converse into our supply chain
forward, we recognize that it will be critical to build
systems and processes that allow external stakeholder
voices to be heard more deeply within the business.
Closing the feedback loop back to stakeholders is
another important step in this process.
Transparency
Transparency isn’t really a dilemma for us. We’re very
clear about it: We believe in it, know its value and understand its importance. But it is a risk. And an opportunity.
compliance activities. Our challenge is to define CR
The risk is that what we say can be taken out
standards for acquisitions, clear strategies for bringing
of context. In the complex world of corporate
our CR values to acquired brands, and reasonable
responsibility, that can be difficult, particularly without
timelines for doing so. The opportunity is to take
uniform reporting standards to ensure a fair and
the learning from our work with the Nike brand, and
accurate interpretation of the data presented. The first
consider which approach is likely to be the most
hard lesson of transparency is that bad news trumps
appropriate and have the greatest impact within the
good news. The best response is probably not to
different brands that make up Nike, Inc.
focus on good news or bad news, but on more and
We will be working in FY05 to develop our plans
better transparency.
and toward a timetable for addressing CR in all of
Transparency is an opportunity, if driven by a desire,
our brands.
to inform stakeholders and enable them to make
informed judgments about us based on the facts. It
Stakeholder Engagement
can only be a driver of broad societal change if it is
Over the past 10 years we have focused most of
adopted by more than a handful of companies.
our engagement of civil society around corporate
responsibility issues. We’ve learned a great deal from
this interaction. NGOs and others have opened our
eyes to new issues and viewpoints, and have enabled
us to draw on their experience and expertise. More
recently, we have begun to develop more structured
engagement processes, starting with our stakeholder
forum and the report review committee for this
report. We have much more work to do in this area to
This is especially true for transparency around contract
factories. We believe that disclosure of supply
chains is a key to unlocking greater collaboration
among brands and to creating the incentives
necessary for factories to turn their CR performance
into a point of differentiation.
This report reflects our genuine desire to inform. We
hope it has succeeded. Please let us know.
89
GR I IN DEX
GRI
Indicator Indicator Description
1.
Section/Notes
Vision and Strategy
1.1
Vision and Strategy
Part II - p. 9-12
1.2
CEO Statement
Part I - p. 3
2.
Profile
2.1
Entity Name
Part II - p. 1
2.2
Major products/services/brands
Part II - p. 1
2.3
Organizational Structure
10K
2.4
Divisional Descriptions
10K
2.5
Global Operations
Part II - p. 2-4 (B)
2.6
Legal Ownership Structure
10K
2.7
Market Description
10K
2.8
Organization Size
10K
2.9
Stakeholder Relationships
Part II - p. 23, 30-33, 40, 48, 54-55, 60-62, 78-79, 85
2.10
Contact Information
Part I - p. 10
2.11
Reporting Period
Part I - p. 8
2.12
Prior Reporting Period
Part I - p. 8
2.13
Reporting Limitations
Part I - p. 8
2.14
Business Changes Since Prior Report
10K
2.15
Third-Party Reporting
(C) Not reported
2.16
Restatements
10K
2.17
Reasons for GRI Absence
(C) Not reported
2.18
Criteria Used for Nonfinancial Measures
(C) Not reported
2.19
Measurement Method Changes
10K
2.20
Internal Assurance Process
Part I - p. 12
2.21
Independent Assurance Process
Part I - p. 10
2.22
Additional Information Source
Web: www.nikeresponsibility.com
3.
Corresponding
Global Compact
Principle
Governance Structure and Management Systems
3.1
Board/Governance Structure
Web: www.nikebiz.com/boardofdirectors
3.2
Independent Board Members
Part II - p. 5
Web: www.nikebiz.com/boardofdirectors
3.3
Board Strategy Process
(A) Not reported
3.4
Governance Processes
Part II - p. 6-7
3.5
Executive Compensation
10K (B)
3.6
Governance Responsibility
Part II - p. 7
Key:
(A)
This information is partially reported, in accordance with systems currently in place as well as the current access to data.
(C)
This indicator is determined to be “not material” due to Nike’s lack of impact on this issue.
(D)
This information is not reported due to a lack of access to appropriate data.
p
10K
90
This information is not reported due to the absence of a formal system in place.
(B)
Page Number
Indicates that this information is presented in the 2004 Form 10-K, filed with the U.S. Securities and Exchange Commission.
8
GRI
Indicator Indicator Description
Section/Notes
3.7
Internally Developed Principles and Policies
Part II - p. 5-6
3.8
Shareholder Recommendation Process
Web: www.nikebiz.com (Investors section)
3.9
Stakeholder Relationship Selection
Part II - p. 13
3.10
Stakeholder Consultation Methods
Part II - p. 13 (B)
3.11
Stakeholder Consultation Information
Part I - p. 11-12, Part II - p. 14 (B)
3.12
Stakeholder Information Use
Part II - p. 13-14 (B)
3.13
Precautionary Principle
(A) Not reported
3.14
Principles and Policies Endorsed
Part I - p. 8, Part II - p. 23
3.15
Association/Organizational Memberships
Part II - p. 85
3.16
Upstream/Downstream Impacts
Part II - p. 9-11
3.17
Managing Indirect Impacts
Part II - p. 9-11
3.18
Location Decisions
Part II - p. 1
3.19
Performance Programs and Procedures
Part II - p. 33-46, 54, 62-73, 79-82 (B)
3.20
Management Systems Certification Status
(C) Not reported
4.
7
GRI Content Index
4.1
5.
Corresponding
Global Compact
Principle
GRI Content Index
Part II - p. 90-94
Economic Performance Indicators
EC1
Net Sales
Part II - p. 2, 10K
EC2
Geographic Market Breakdown
Part II - p. 2, 10K
EC3
Cost of Goods, Materials and Services
10K
EC4
Contracts
(C) Not reported
EC5
Payroll and Benefits by Region
Part II - p. 53, (B)
EC6
Capital Payments
10K
EC7
Retained Earnings
10K
EC8
Taxes Paid
Part II - p. 3, 10K
EC9
Subsidies
(C) Not reported
EC10
Donations
Part II - p. 79-80
EC11
Supplier Breakdown
Part II - p. 4, (B)
EC12
Non-core Business Infrastructure Development
(C) Not reported
EC13
Indirect Economic Impacts
(C) Not reported
Environmental Performance Indicators
EN1
Materials Use
Part II - p. 70, (B)
8
EN2
Waste Percentage of Materials Use
Part II - p. 67, 72
8
EN3
Energy Use By Primary Source
(A) Not reported
8
EN4
Indirect Energy Use
Part II - p. 58
8
EN5
Water Use
Part II - p. 58, 63-65
8
EN6
Land Owned, Leased or Managed (in Biodiversity-rich habitats)
(C) Not reported
8
EN7
Major Impacts on Biodiversity
(C) Not reported
8
EN8
GHG Emissions
Part II - p. 63, 67-69
8
EN9
Ozone-depleting Substances
(C) Not reported
8
EN10
NOX, SOX and Other Emissions
(C) Not reported
8
EN11
Waste
Part II - p. 58, 66-67, (B)
8
91
GRI INDEX
GRI
Indicator Indicator Description
Section/Notes
Corresponding
Global Compact
Principle
EN12
Discharges to Water
(C) Not reported
8
EN13
Chemical, Oil and Fuel Spills
(C) Not reported
8
EN14
Environmental Impacts of Products and Services
Part II - p. 63, 70, 71, 72
8
EN15
Reclaimable Weight of Products
Part II - p. 72-73, (B)
8
EN16
Non-compliance Fines – Environmental Regulations
(C) Not reported
8
EN17
Renewable Energy/Efficiency Initiatives
Part II - p. 68
9
EN18
Energy Consumption Footprint
Part II - p. 58
EN19
Other Indirect Energy Use
Part II - p. 68
EN20
Water Sources Significantly Affected
(C) Not reported
EN21
Annual Ground/Surface Water Withdrawals
(C) Not reported
EN22
Recycling/Reuse of Water
Part II - p. 65, (B)
EN23
Land Owned, Leased or Managed (Production/Extractive Use)
(C) Not reported
EN24
Impermeable Surface
(C) Not reported
EN25
Protected or Sensitive Areas
(C) Not reported
EN26
Natural Habitat Changes
(C) Not reported
EN27
Protecting/Restoring Native Ecosystems and Species
(C) Not reported
EN28
IUCN (World Conservation Union) Red List Species
(C) Not reported
EN29
Business Units in Sensitive Areas
(C) Not reported
EN30
Other Relevant Indirect GHG Emissions
Part II - p. 68-69
EN31
Basel Convention Waste
(C) Not reported
EN32
Water Discharge/Runoff Effects
(C) Not reported
EN33
Suppliers’ Performance – Environmental Programs
Part II - p. 56-73
EN34
Transportation/Logistics Environmental Impacts
Part II - p. 68-69
EN35
Environmental Expenditures
(C) Not reported
Social Performance Indicators: Labor Practices and Decent Work
LA1
Workforce Breakdown
Part II - p. 3, (B)
LA2
Employment Creation and Turnover
(D) Not reported
LA3
Unionization/Employee Organization
Part II - p. 54
3
LA4
Restructuring Policies and Procedures - Employees
Part II - p. 54-55, (B)
3
LA5
Occupational Accidents and Diseases
(D) Not reported
LA6
Health and Safety Committees
(D) Not reported
LA7
Work-Related Injuries, Absenteeism and Fatalities
(D) Not reported
LA8
HIV/AIDS Policies and Programs
(A) Not reported
LA10
Equal Opportunity Policies, Programs and Monitoring Systems
Part II - p. 10, (B)
Key:
(A)
This information is partially reported, in accordance with systems currently in place as well as the current access to data.
(C)
This indicator is determined to be “not material” due to Nike’s lack of impact on this issue.
(D)
This information is not reported due to a lack of access to appropriate data.
p
10K
92
This information is not reported due to the absence of a formal system in place.
(B)
Page Number
Indicates that this information is presented in the 2004 Form 10-K, filed with the U.S. Securities and Exchange Commission.
6
GRI
Indicator Indicator Description
Section/Notes
LA11
Senior Management Diversity Measures
Part II - p. 54
LA12
Employee Benefits
Part II - p. 53
LA13
Former Worker Representation
Part II - p. 54
LA14
ILO Guidelines for Occupational Health Management Systems
(D) Not reported
LA15
Health and Safety – Formal Agreements
(C) Not reported
LA16
Continued Employability Programs
(A) Not reported
LA17
Lifelong Learning Programs
(D) Not reported
Corresponding
Global Compact
Principle
6
Social Performance Indicators: Human Rights
HR1
Human Rights Policies and Procedures
Part II - p. 16
1
HR2
Human Rights – Supplier/Contractor Selection
Part II - p. 17-18
1, 2
HR3
Human Rights – Evaluation Methods/Monitoring Systems
Part II - p. 17-24
1, 2
HR4
Discrimination Prevention
Part II - p. 36
1, 6
HR5
Freedom of Association Policy
Part II - p. 36, 38-40
3
HR6
ILO Convention 138 – Child Labor Policy
Part II - p. 36, 46
5
HR7
Forced Labor
Part II - p. 36
4
HR8
Human Rights – Employee Training
Part II - p. 29-31
HR9
Appeal Practices
Part II - p. 36, 41-42
HR10
Non-Retaliation Policy/Employee Grievance System
Part II - p. 36, 41-42
HR11
Human Rights – Security Personnel Training
(C) Not reported
HR12
Indigenous People Policies
(C) Not reported
HR13
Community Grievance Mechanisms
(C) Not reported
HR14
Operating Revenues to Local Communities
(C) Not reported
Social Performance Indicators: Society
SO1
Community Impacts
Part II - p. 74-82
SO2
Bribery and Corruption
Part II - p. 6
SO3
Political Lobbying and Contributions
Part II - p. 83-85
SO4
Awards
Part II - p. 55, SRI p. 96
SO5
Political Party/Candidate Contributions
Part II - p. 83
SO6
Court Decisions – Antitrust
(C) Not reported
SO7
Anticompetitive Behavior
Part II - p. 6
10
Social Performance Indicators: Product Responsibility
PR1
Customer Health and Safety
Part II - p. 5
PR2
Product Information and Labeling
(D) Not reported
PR3
Consumer Privacy
(C) Not reported
PR4
Non-Compliance With Regulations
(C) Not reported
PR5
Health and Safety-Related Complaints Upheld by Regulatory Body (C) Not reported
PR6
Voluntary Code Compliance
PR7
Instances of Non-Compliance – Product Information and Labeling
(C) Not reported
PR8
Customer Satisfaction
(C) Not reported
(C) Not reported
PR9
Advertising – Adherence to Standards
(C) Not reported
PR10
Advertising and Marketing Regulation Breaches
(C) Not reported
PR11
Consumer Privacy – Breaches Complaints
(C) Not reported
93
WEB LINKS
94
AccountAbility
www.accountability.org.uk
American Academy of Pediatrics
www.aap.org
American Chamber of Commerce, European Union
www.eucommittee.be
Beaverton Chamber of Commerce
www.beaverton.org
BRAC
www.brac.net
British Sports and Allied Industries Federation
www.rosl.org.uk/organisations.html
Business for Social Responsibility
www.bsr.org
Center for Energy and Climate Solutions
www.energyandclimate.org
Centers for Disease Control
www.cdc.gov
Ceres
www.ceres.org
CH2M Hill
www.ch2m.com
Citizenship CSR Consultancy
www.corporate-citizenship.co.uk
Council on Foreign Relations Corporate Program
www.cfr.org
Dow Jones Sustainability Index
www.sustainability-index.com
ECO Northwest
www.econw.com
Environmental Resource Trust
www.ert.net
Ethibel
www.ethibel.org
Ethical Trading Initiative
www.ethicaltrade.org
European American Industry Council
www.eabc.org
European Policy Centre
www.theepc.be
Fair Labor Association
www.fairlabor.org
Federation of European Sporting Goods Industry
www.fesi-sport.org
Footwear Distributors and Retailers of America
www.fdra.org
FTSE 4 Good
www.ftse.com/ftse4good/index.jsp
General Board of Pension and Health Benefits of the United Methodist Church
www.gbophb.org
Green Blue
www.green-blue.com
Global Reporting Initiative
www.globalreporting.org
Human Rights Campaign
www.hrc.org
International Center for Research on Women
www.icrw.org
International Labor Organization
www.ILO.org
International Youth Foundation
www.iyfnet.org
King Baudouin Foundation
www.kbs-frb.be
KLD Research and Analytics Inc
www.kld.com
Lance Armstrong Foundation
www.laf.org
Mercy Corps
www.mercycorps.org
Metafore
www.metafore.org
Minority Corporate Counsel Association
www.mcca.com
Minority or Women Owned Business Enterprises
www2.state.de.us
National Head Start Association
www.nhsa.org
National Industrial Transportation League
www.nitl.org
National Minority Supplier Diversity Council
www.nmsdcus.org
National Recycling Coalition
www.nrc-recycle.org
Opportunity International
www.opportunity.org
Oregon Association of Minority Entreprenuers
www.oame.org
Oregon Business Association
www.oba-online.org
Oregon Business Council
www.orbusinesscouncil.org
Organic Exchange
www.organicexchange.org
Organic Trade Association
www.ota.com
Phylmar Consulting
www.phylmar.com
Population and Community Development Association
www.pda.or.th
Portland Business Alliance
www.portlandalliance.com
Retail Industry Leaders Association
www.retail-leaders.org
Shaping America’s Youth
www.shapingamericasyouth
Society of Organizational Learning (SoL)
www.solonline.org
Sporting Goods Manufacturers Association
www.sgma.com
Stanford University’s Positive Coaching Alliance
www.positivecoach.org
SustainAbility
www.sustainability.com
The Boys and Girls Clubs of America
www.bgca.org
The International Textile, Garment and Leather Workers’ Federation
www.itglwf.org
The Natural Step
www.naturalstep.org
The Population Council
www.popcouncil.org
The World Bank
www.worldbank.org
UN Global Compact
www.unglobalcompact.org
United Nations Foundation
www.unfoundation.org
United Nations High Comission for Refugees
www.unhcr.ch
U.S. Chamber of Commerce
www.uschamber.com
U.S. Council for International Business
www.uscib.org/index.asp
U.S.-ASEAN Business Council
www.us-asean.org
U.S.-Vietnam Trade Council
www.usvtc.org
Waterfront Coalition (Washington, DC)
www.portmod.org
World Bank
www.worldbank.org
World Federation of Sporting Goods Industries
www.wfsgi.org
World Resource Institute
www.wri.org
World Trade Organization
www.wto.org
World Wildlife Fund
www.worldwildlife.org
YMCA
www.ymca.net
Youth Sport Trust
www.youthsporttrust.org
INDEX OF TERMS
CLS
Code Leadership Standard
PFP
Perfluoropropane
CO2
Carbon dioxide
PVC
Polyvinyl chloride
CR
Corporate responsibility
RSL
Restricted substances list
ESH
Environment, safety and health
FOA
Freedom of association
FY
Fiscal year
ROI
Return on investment
GHG
Greenhouse gas
SRI
Socially responsible investment /investor
MAP
Master Action Plan
SF6
Sulphur hexafluoride
MFA
Multi-Fiber Arrangement
SHAPE Safety, Health, Attitude, People and
NGO
Non-government organization
NSAP
New Source Approval Process
MRSL Manufacturing restricted substances list
PRSL Packaging restricted substances list
Environment (audit tool)
VOC
Volatile organic compound
95
S O C I AL LY R E S PO N S I B L E
I N V E ST M E N TS ( S R I )
Nike is proud to be recognized by the following institutions, each of which helps investors gauge whether a
specific company should be considered a socially responsible investment (SRI).
The FTSE4Good Index Series measures the performance of companies that meet globally
recognized corporate responsibility standards, and facilitates investment in these companies. Listed
companies must be working toward environmental sustainability, developing positive relationships
with stakeholders, and upholding and supporting universal human rights.
The Ethibel Investment Register is the basis for SRI products for a growing number of European
banks, fund managers and institutional investors. The Ethibel Sustainability Indexes combine a
sound financial return with a positive impact on society to select the world’s leading companies in
terms of sustainability. The indexes contain the pioneer and best-in-class companies with respect to
sustainability across sectors and regions in Europe, the Americas and the Asia-Pacific countries.
The Dow Jones Sustainability Indexes assess the opportunities and risks deriving from a company’s
economic, environmental and social developments, based on a defined set of criteria and weightings.
They give asset managers reliable and objective benchmarks to manage sustainability portfolios.
The indexes only select and rank companies that are among the sustainability leaders in their field
(to review the DJSI assessment, see our website at http://www.nikeresponsibility.com/reports).
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